Mental Representation: The Infrastructure of

Thinking
What is mental representation?
• A mental representation is a simplified model of the world that we
use to understand and interpret out experiences.
• it is made up of concepts (objects, causal reasoning, our identity, and
relationships) which are the basic building blocks of knowledge.
• Concepts are linked together to form networks of associated
concepts.
Different types of mental representations
• Schemas: A schema is a mental representation of a specific concept or
situation.
• Mental models: A mental model is a more complex representation of
a system or process.
• Mindset: A mindset is a set of beliefs about our own and others'
abilities and potential.
• They are all forms of mental representation that organize our
knowledge and experience and underlie our knowledge, beliefs, and
assumptions
The role of mental representations in thinking
• Mental representations shape how we perceive, interpret, and judge
a situation, others, and even ourselves.
• They can also influence our communication with others.
• For example, if we have a schema about a particular type of
employee, we may be more likely to interpret their actions in a
certain way.
• Or, if we have a mindset about our own abilities, we may be more or
less likely to take on challenges.
The importance of mental representations
• Mental representations are a critical part of our thinking.
• They allow us to make sense of the world and to interact with it
effectively.
• By understanding how our mental representations work, we can
better understand ourselves and the world around us.
How do schemas, mental models, and
mindsets work?
• Schemas, mental models, and mindsets work by filtering our
perception of the world.
• They help us to make sense of new information by fitting it into our
existing knowledge structures.
• They can also lead to biases in our thinking, as we may be more likely
to notice information that confirms our existing beliefs and to ignore
information that contradicts them.
Schemas: Individual and Organizational
• What are schemas?
• Schemas are mental representations of our general knowledge and
expectations about a concept.
• They contain knowledge of the concept's attributes, connections
among those attributes, and examples of the concept.
• Schemas are cognitive simplifications of what we know and believe.
• They organize what we know and guide how we use our knowledge.
• However, because they are simplifications, they are incomplete and
may be inaccurate.
Types of schemas
• According to Fiske and Taylor (1991), people develop schemas for
many
• different concepts and situations.
• Person schemas: characterize a certain person's traits and actions.
• Role schemas: define appropriate behaviors and expectations for a
social category.
• Event schemas: dictate one's expected "scripts" for how certain
events should unfold.
The role of schemas in individual thinking

• Schemas tell us what to do and expect in many situations without

having to think deeply.
• They can help us to make sense of the world and to respond to new
information in a way that is consistent with our existing knowledge.
• However, schemas can also lead to biases in our thinking, as we may
be more likely to pay attention to information that confirms our
existing beliefs and to ignore information that contradicts them.
The role of schemas in organizational
thinking
• Organizations also have schemas, which are shared mental
representations of how the organization works and how members
should behave.
• Organizational schemas can help to promote collaboration and
coordination among members, as they provide a common
understanding of the organization's goals and priorities.
• However, organizational schemas can also be a source of conflict, as
different departments or units may have different schemas.
The role of managers in shaping schemas
• The role of managers in shaping schemas
• Managers play a key role in shaping the schemas of their
organizations.
• They can do this by communicating their vision for the organization,
by setting clear expectations for behavior, and by providing training
and development opportunities.
• Managers can also help to challenge existing schemas and to promote
new ways of thinking
Mental Models
What are mental models and mindsets?
• Mental models and mindsets are our beliefs and assumptions about
how the world works.
• They shape our attitudes, interpretations, and behaviors.
• Mental models are more general than mindsets, and they can be
about anything from the economy to relationships.
• Mindsets are more specific, and they are often about our own
abilities and potential.
How do mental models and mindsets work?
• Mental models and mindsets work by filtering our perception of the
world.
• They help us to make sense of new information by fitting it into our
existing knowledge structures.
• They can also lead to biases in our thinking, as we may be more likely
to notice information that confirms our existing beliefs and to ignore
information that contradicts them.
The importance of mental models and
mindsets
• Mental models and mindsets are essential for our thinking.
• They allow us to make sense of the world and to interact with it
effectively.
• However, it is important to be aware of our own mental models and
mindsets, as they can sometimes lead to biases in our thinking.
How to change mental models and mindsets

• Mental models and mindsets can be changed, but it takes time and
effort.
• One way to change mental models and mindsets is to challenge them
with new information.
• Another way is to expose ourselves to different perspectives.
• We can also try to be more open-minded and less attached to our
own beliefs.
Example of a mental model
• A long-term care center manager believes that the center's location is
the main factor that influences client choice.
• However, a market analysis shows that the range of services offered is
actually more important to clients.
• When the manager changes her mental model to reflect this new
information, the center's occupancy rate improves.
The Power of Our Beliefs
What is a mindset?
• A mindset is a set of beliefs about our own and others' abilities and
potential.
• People with a growth mindset believe that their abilities can be
developed through hard work and effort.
• People with a fixed mindset believe that their abilities are fixed and
cannot be changed.
The power of mindsets
• Mindsets can have a profound impact on our lives.
• People with a growth mindset believe that their abilities can be
developed through hard work and effort.
• People with a fixed mindset believe that their abilities are fixed and
cannot be changed.
How to develop a growth mindset
• There are many things we can do to develop a growth mindset,
including:
• Focus on learning and improvement
• Believe in our ability to grow
• Challenge ourselves
• Accept setbacks as opportunities for learning
• Celebrate our successes
The impact of mindsets in the workplace

• Mindsets also have a big impact on our performance in the

workplace.
• Managers with a growth mindset are more likely to create a
supportive and encouraging environment for their employees.
• This can lead to increased employee satisfaction, motivation, and
productivity.
• Employees with a growth mindset are also more likely to take on
challenges and learn new things.
• This can lead to career development and advancement.
The role of managers
• Managers play a critical role in shaping the mindsets of their
employees.
• Managers who believe in a growth mindset are more likely to create a
supportive environment where employees can learn and grow.
• They are also more likely to provide employees with the resources
and opportunities they need to succeed.
• Our mindsets are the foundation of our success.
• We can choose to have a growth mindset, which will help us to
achieve our goals and live a fulfilling life.
• Or, we can choose to have a fixed mindset, which will limit our
potential and hold us back.
Processing Information: Fundamental
Thinking Habits
• Dual mode thinking principle by Daniel Kahneman's book "Thinking,
Fast and Slow" (2011).
• Human thinking occurs along a continuum of two modes: automatic
and deliberate.
Automatic System (Fast, Intuitive):
• Fast, unconscious, effortless, uses intuition.
• Prone to jumping to conclusions, believing recalled information is
true.
• Primarily handles routine actions, choices, instinctive reactions.
Deliberate System (Slow, Reasoning):

• Slow, conscious, controlled, effortful, uses reasoning.

• Reserved for complex understanding, solving problems, thoughtful
decisions.
• Requires effort, self-control, and attention.
Interaction between Automatic and Deliberate
Processing
• Automatic thinking continuously senses surroundings, functions
without conscious thought.
• Deliberate thinking applies controlled, focused processing for
planning, decisions, goals.
• Interaction between two modes is crucial; unconscious automatic
processing informs conscious deliberation.
• Automatic thinking sets in motion preconscious forces like beliefs,
preconceptions, biases.
• Deliberate reasoning often unaware of prior automatic processes,
leading to potential faulty information.