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Kaizen mental model in the brain.

Updated: May 29, 2022

In this blog, we've taken a closer look at Stanislas Duanne's Global Neuronal Workspace Theory.



We have seen blindsight, which is an illusion in our eyes.


Taking advantage of opportunities such as masking techniques and fMRI, stimuli that enter the brain from modal channels are encoded and accumulated by activating neurons in the workspace.



We take one image of the Mona Lisa as sensory information such as "hands separated from the body", "smile", "eyes floating in space", and various other information (name, meaning, da Vinci). I understand the whole image of the Mona Lisa by integrating (such knowledge about the genius).



Here, the perception of the word "Mona Lisa" is a little different for those who have and do not have knowledge of Da Vinci's genius.



The following cases are common in our daily lives.


This tale is an example of the difference in mental models for "leaders".


"I'll have you be the leader of this group from today," says boss A, instructing his subordinate B.



Boss A understands from his experience that a "leader" is one of the following:

  • "Leaders" have a solid understanding of the challenges of the group's top organizations

  • The "leader" understands what the challenges of this group are, given the challenges of the higher-level organizations.

  • The "leader" understands the issues of this group and explains the issues and resolution process to the group members.

  • "Leaders" share issues, solution processes, and individual roles with each group member.

  • A "leader" backs up a group member when facing a problem-solving obstacle.



B, who became a new leader, receives a resignation and begins to pursue his image of a leader.

  • I was chosen as a leader because I am better than a group member.

  • I have a lot of hope for the members, so even if something is impossible, I will follow myself.

  • As I have done so far, I can solve problems if the members demonstrate their abilities.

  • Don't expect incompetent members; I will cover.

  • The "leader images" of A and B are different.


The group members have been working with A as the leader for a while, so

Implicitly, the way A's words and behaviours are coded and memorized as a "leader image".





After a while, A felt that the group's performance was declining.

It looks like B has floated from the members.


Since B remains until late, the overtime of each member has increased.


A was implicitly talking to group member C.

"How is your work lately? Have you enjoyed it?"


Dissatisfaction with B arose from C's mouth.

"Mr B says to do his best, but I'm worried because I don't know what to do specifically."

"I feel that what Mr B is doing is contrary to what Mr A is saying."

"I consulted with Mr A when my work didn't go well, but I can't consult with Mr B because he seems angry."



It's like this. The above is a familiar story.



Because of B's ​​personality and personality,

"He isn't personally a leader."

"Can't you understand the feelings of your subordinates a little more?"


If you think about it, everyone will be unhappy.



B has his "leader image" in his brain from his experience.

This image creates scotomas (psychological blind spots) that make it impossible to think of new images.


The scotoma of others looks good.


B is originally an excellent person who can work.


So, let's expose the "leader image" that B has in his brain.

Anyone can see the discrepancy by comparing the bullet points above.


There are many possible ways to do this, but first, A and B will discuss it.

Let's compare it with A's idea of ​​"leader image".


If B notices the difference between his mental model and A's mental model, he is successful.

Scotoma will come off.


If you can remove B's scotoma, success is sure.

If you dismiss it by saying, "He is not a character leader," a bright future will not come.


This story is also Kaizen.



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