Good Example Of Essay On Mental Model Mindsets: Exploring Innovations In Human Resource Management

Scientific management must establish several critical assumptions. Administrative decision-making and changing mental mindsets present limitations. Such roadblocks are often difficult to smoothly overcome. In commenting about real-world situations, Wind, et al. (2013) state that marketing science “cannot exist only in carefully orchestrated laboratory conditions” (p. 177). The same is true for any practical business protocol. Operations applications, obviously, are no different. The analysis herein explores a proposed case study regarding implementations for a change in business practices for interstate trucking company AAA Transportation, in Waukegan, WI. It specializes in refrigerated wholesale produce delivery throughout the Midwest. The new implementation fosters a plan to add non-perishables to its route, since many routes fail to meet full-load requirements. The catalyst behind the proposed change, devises a way to allow expanded service coverage within the current market area, while perhaps providing delivery at a lower rate than customers are now paying. You cannot please everybody, at least initially. The task is to address the following: (a) Convince Vernon and Bud, who are resistant to the changes, and (b) Apply the four steps of changing mental/models, (and the five forces which influence them) to affect a change in these co-workers’ mindsets.
A brief review of the four steps identifies the foundation from which to engage making a change in Vernon and Bud’s mindsets. The first step highlights an understanding how limitations determine the impracticality of impossible expectations, that are unreasonable. Wind and Crook (2005) refer to this initial step as a requirement, because mental models have “power and limitations” (p. xxiv). The second step in changing mental models deems that real-world application often, and logically, contrasts from management theory requiring that a testing of the model ensue. In other words, the reason why is because the model never functions or operates inside a vacuum. It must efficiently perform within the environment, in a workable fashion, to help prove to individuals change can create new opportunities – in terms of what is “relevant” and may potentially “develop an integrated portfolio of models” (p. xxiv). The third step says that one must transcend inhibitors to change. Wind and Crook (2005) suggest that reshaping the infrastructure can help shift mindsets. For example, as part of the Human Resources management team, the role would demand my coordination of the new plan direction. Overseeing teamwork by allowing both Vernon and Bud to meet with corporate administrators, would begin to alleviate any doubts. The aim would be to review the data supporting lowered fuel-costs, and how delivering more goods will increase revenues to justify reduced rates for the customers – while maintaining the integrity of company profitability. Step four in the process-change simply draws attention to the importance of jumping immediately into pro-action, by “continuously experimenting” and applying ways for assessment to strengthen the model (Wind & Crook, 2005, p. xxiv). The basis for analysis has been set.
Since both employees have been employees for over 20 years, their respective and smartly collective insight shall be invaluable in implementing the change. Vernon as truckload supervisor, will be offered a higher pay, as contributor/consultant to help draw an analysis of truck route times, while accounting for seasonal slowdowns in winter weather. Vernon knows how to anticipate the costs and times involved with actual real-world delivery. Vernon also knows which truck routes have the highest volume of refrigerated goods. In this way, Vernon’s idea of not eliminating the core business simply strengthens the core business while adding value to the company. Bud’s problem is one of fear and doubt. He needs some inspiration and examples, which is why I set up the planning meeting to include all the stakeholders including all workers and corporate executives. During the course of the meeting, accounting analysts will gather real-world data from Vernon, and the PowerPoint slideshow will include the amazing success of people like Jack Ma, who thinks outside the box and had achieved world-famous results in pumping up his e-Commerce business of the Alibaba Group. Since money and appreciation talk, Bud will also get a higher salary, and moved into the responsibility of heading up the mastermind-brainstorm meetings held bi-monthly.
The four steps rather seamlessly integrate in coaxing Vernon and Bud to become willing participants to help the new plan work. The first step in changing their mental models involves showing them the statistical facts that a company must change and expand, in order to remain competitive in this lightning-fast global economy. The second step, so applied, can demonstrate to the gentlemen that testing the relevancy of the mental model against the real-world changing environment is beneficial. In other words, for example, my administrative function would empower me to use computer-generated graphics and data to show that if practices remain the same, over time doing the same things would place the company in a losing position eventually. The presentation might demonstrate the upgrade of better refrigerated industrial vehicles, half now, half next year and re-assess which routes exhibit the greatest need for fresh/refrigerated produce in the first place. Providing a survey-poll to customers would help determine how best to fine-tune the new operation, utilizing hardcore data and demographic information. The third and fourth steps simply aid Human Resources to convince Vernon and Bud that reshaping the firm’s infrastructure, and acting quickly, actually gives AAA Transportation a chance to upgrade all its technology and streamline its course of profitability. Makes sense, right?
Of course there are five forces that influence those co-workers’ mindsets. These include: (a) Education, (b) Training, (c) Influence, (d) Reward, and (e) Personal Experience. Muccianti (2015) indicates in his assessment of mental/model theory that these five impacts leverage a noteworthy capacity to sway their mindsets. Education is imperative. Vernon and Bud will be required to learn new technology to make their work easier, more effective, and fun! Jack Ma, once again, exemplifies that a fun attitude can actually boost the company’s success because of propelling inspiration through teamwork. Training will be critical to Vernon and Bud, and they will in turn, post the sign-up sheets to discuss training classes for the rest of the workers in warehousing, office, and so on. Influence plays a role, since the changes will be presented in a positive light, include the input of both gentlemen, and powerfully bend their mindsets since they were appreciated with higher salaries and given respect.
In conclusion, the aspect forces of reward and personal experience play a crucial role in affecting decision-making roles, processes, in terms of their relationship to the company. Although the most commonly used mental model-mindsets may not include salary raises, necessarily, showing the hard data on paper is a familiar mode of trying to convince key employees about the need for change within company practices. This alone, quite honestly, is boring. Why has the Alibaba Group been so successful? AAA Transportation must learn from others, and incorporate strategies that fit their customer base and current management tools within their culture. Many pieces of the puzzle must guide the shift in mental model-mindsets, but rigorous and ongoing change is part of the modern global economic landscape. The situation is unlikely to reverse in our digitalized world of business today. We may as well dig in our heels as responsible Human Resources managers, and get the job done.

References

Academia.edu. (2015). Joseph Muccianti – Mental Model/Mindset Paper [Data file].
Retrieved from http://www.academia.edu/9416627/Mental_Model_Mindset_Paper
Wind, Y., Sharp, B., & Nelson-Field, K. (2013). Empirical generalizations: New Laws for
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Wind, Y., & Crook, C. (2005). The power of impossible thinking: Transform the business of