Mental Models: 7 practical concepts for enhanced social and business interactions

By: Tevis Shkodra

My first blog post, on nurturing a growth mindset, was aimed at understanding (at a high-level) the growth mindset and applying practical tips to real-life scenarios.

In this piece, I want to dive deeper. I wanted to focus on mental models.

Oh, you haven’t heard? Well, here’s the 411: Mental models are representations of someone’s thought processes, of the relationship between someone’s intuitive perception of their actions and their consequences. They’re an effective framework in the arsenal of a deep generalist — an individual with the ability to neatly synthesize and find relations between seemingly disparate concepts.

Scratching your head? Well, some theoretical physics will make it easier! Obviously, it pays to specialize, but in lieu of 40 years of dedicated research and training, the average person can grasp the high-level concepts and construct a framework relative to their respective field(s). In physics, for example, some of the 101-level concepts are critical mass, relativity, velocity, and entropy.

Okay, you kinda get it now, but how does it apply in business? Well, a business strategist can utilize the same frameworks to connect seemingly different concepts — like business development and product management as a whole. That’s what we’re talking about here.

I’ve sought out some of the most crucial mental models in business development and product management, and narrowed them to a couple of key concepts MOST affecting our everyday work. They are:

• Bias
• Resistance
• Succinctness
• Team organization
• Attitude and mindset
• Working backward
• Expectation setting

A couple of months ago, I transitioned from business development to product management. While that may seem like a big shift, it’s really not. At the foundation, the mental models and high-level concepts remain the same. And since both business and product deal with people, you can implement these concepts into your daily interactions, as well.

A Blind Outcome Approach (Bias)

Regardless of the department or field, if we succeed, we tend to attribute that success to our good decisions. If we do not succeed, we tend to project our failure onto external factors. However, in business and in product, there are always external factors at play, which impact our decision-making process. In crunch situations, we have to make decisions without knowing all the facts, and in such a way that we avoid attribution bias.

Solution: Input. Get it frequently, and get it from everyone. Input from various stakeholders broadens your perspective, informs your decision, and reduces your risk of bias.

Objection Handling (Resistance)

In the business world, objections come in the form of discounts and margins discussions. In the product world, they’re centered around features and timelines. Zoom out a layer, and it’s all about value. Getting “the best bang for your buck.” At a high level, the objections you face are the same. The arguments supporting those objections? Also the same.

Objections happen because your client (or stakeholder) believes value and price are misaligned. If you can learn to convey value effectively, other objections fall through.

Pyramid Principle (aka.: Get to the point, already!)

In writing, the pyramid principle argues that ideas should always form a pyramid under a single thought. In instances where you only have a few minutes to get someone’s attention and hold it, it’s crucial that you get to the point, and quickly.

In business, it’s simple. Don’t ramble. Provide value, and be quick about it. In product, the focus is on the solution. Clients may think they want a new convertible but the real value they’re looking for is getting from point A to point B.

Steps to consider:

• Start with the bottom line. (i.e.: the solution)
• Provide supporting arguments (i.e.: key themes)
• Order your supporting ideas (i.e.: evidence, hard data)

Team of Teams (Business organization)

Stanley A. McChrystal wrote a book on this, so I won’t delve too deep. Basically, at a certain point, organizations become too big for hierarchical management. It then becomes more efficient for both business development and product management teams to break off into dozens of smaller teams operating as a network where all members are empowered to execute on the shared strategy.

Result? A shared consciousness. Teams are effective because of the trust they’ve built between and within themselves. The teams have a shared purpose and leadership has a self-sustaining hands-off approach. It’s a win-win.

Radical Candor (Attitude & Mindset)

Also a book (this one by Kim Scott). Radical Candor is “the ability to challenge directly and to show you care personally.” Basically, becoming personally invested in your work, and speaking your mind will not only drive your product goals forward but will also provide a personalized level of service to your clients.

If you fail to care, or if you are uncomfortable voicing objections, you will find it difficult to immerse yourself in your work and provide meaningful value.

Inversion (Working Backwards)

The concept is simple. In addition to thinking about what you want this project or engagement to achieve, consider what you want it to avoid. Success can often be overvalued and is subject to external factors, whereas avoiding mistakes proves to be a more surefire way to improve.

In product management: pause for a moment and look forward six months from now. The most crucial goal of your project has failed. Why? What went wrong? How did the project fail? What mistakes did you personally make?

In business: Instead of asking, “how can I close this deal?” ask, “what can hinder my relationship with this client?” And work backward from there to save yourself time and effort along the way.

Margin of Safety (Setting Expectations)

This is arguably one of the most rewarding mental models. Whether it is from a business perspective, or from a product management one, leaving room for mistakes and failure is advisable, as we can’t always keep the promises we make.

Solution: Whether it’s scheduling a meeting or setting a deadline, do yourself a favour and add a buffer day (or two) just in case.

The seven mental models listed above are only a few of the thousands out there. Whether it’s a transition from business development to product management, whether it is an ever-changing growth mindset you want to adopt, or whether it’s simply in pursuit of becoming a deep generalist, mental models are a way of synthesizing concepts and finding relationships between various concepts.

Fuelled by a hunger for knowledge and an interest in process, Tevis Shkodra has made several transitions throughout his time at TribalScale. Starting on the business development team, he played a crucial role in implementing and improving sales operations processes and best practices. Following his transition to the product management team, Tevis now plays a key role in understanding the client’s vision, the customer experience, and the criteria for a successful product launch.

TribalScale is a global innovation firm that helps enterprises adapt and thrive in the digital era. We transform teams and processes, build best-in-class digital products, and create disruptive startups. Learn more about us on our website. Connect with us on Twitter, LinkedIn & Facebook!