Mindset can be defined as a person's way or attitude of thinking about something. In organisations we see this as "the way things are done around here", and in established teams it can manifest itself as an established way of thinking about topics or stakeholders - dangerous if this is not frequently tested or challenged!

The model on the right is known as the 'iceberg model'. Icebergs have only 10% of their mass above the water line - and yet the ocean acts on and creates the tip above the water line. The same can be said of mindset:

• Above the waterline is the behaviour you exhibit that other people see
  
  
• Below the waterline are the values, assumptions and beliefs that drive your mindset and your observable behaviour

These attributes are set based on your childhood, innate personality, and the people you interact with day by day.

Please email me for a handout to help identify your personal values.

	Ladder of inference: How mental models are formed

Peter Senge is a Senior Lecturer at MIT and has written extensively about systems theory and how this is necessary for organisations to realise their potential. In his book, The Dance of Change, he talks about 'mental models', and how these can enable or hinder organisational success.

Mental models are images, associations and stories we carry in our minds, about ourselves, other people, and every aspect of the world. However, they are not perfect, because the lens through which we perceive reality can block and distort key information.

To find out more, read his book:
The Fifth Discipline,
The Art and Practice of the Learning Organization

A limiting belief is a belief that limits or constrains you in some way. By contrast, an enabling belief helps move you forward.

Here are some examples of limiting beliefs, with my suggestions of how they can be re-framed:

What limiting beliefs do you have, and how could you re-frame them to be an enabling belief? (See below for an exercise to help you do this.)

Organisations and teams

Organisations can also have limiting beliefs and mental models. Here are a few; do you recognise any of them from your experience?

In every team and organisation it is essential to avoid 'group think' by embracing different viewpoints. Whilst it may feel uncomfortable and slow things down initially, embracing a different viewpoint stops the team becoming stale and complacent. Try it next time someone in your team is being 'difficult' - chances are they are pointing something out you need to listen to. Knowing that the majority of people have positive intentions helps you suspend your own viewpoint to listen to theirs.

So, what are your limiting beliefs and what can you do about them? 

We are not always self-aware, so start by keeping a journal - each day, jot down your recurring/most common thoughts. After a week, review your journal, and try to identify your limiting beliefs.

Think of a task or a relationship you want to improve, and work through these questions:

Follow this up by answering:

3. When you hear yourself express a limiting belief...
Pause and replace it with an enabling belief using what you learned in the exercise above. Do this consciously every day for 30 days, and you will be on the path to 're-programming' your mindset.

 

Other tactics to try:

Gratitude
Research shows we feel more positive about life when we are grateful for what we have and who we are. Do random acts of kindness for others, even small things like opening a door for someone or buying a coffee for a colleague on the way into work.

 

Positive images and outcomes
If you want to achieve something, imagine in your mind what that will look/sound/feel like when you have it. Be detailed in your mind and describe it to a friend - you are more likely to do it if you do this!