Mental imagery

Abstract

The role of managerial cognitive processes has so far been largely neglected within strategy research which examines organizational decline and recovery. Proposes that heuristics used by managers such as: availability, representativeness, adjustment and anchoring may contribute to the declining performance of the organization. Suggests that mental imagery could be used to adjust these heuristics and change the cognitive processes of the existing managers instead of replacing the top management team in declining organizations. This change in cognitive processes could help increase the ability of a declining firm to improve its performance.

Food for thought: Conditions for discourse reflection in the light of environmental assessment

“…This happens for example when people are confronted with unexpected and negative consequences of their actions, which force them to reflect on the theory that underlies their action (Argyris, 1996). Also, confrontation with totally new situations can force people to reflect upon and modify their schemes, as these are often insufficient to cope with new situations (Stanwick, 1996).…”

Vol.2, No.2, May 2009

“…The literature identifies many cognitive skills such as: chunking (Agor, 1988;Newell & Rosenbloom, 1981;Simon, 1957Simon, , 1999, cognitive reduction (Simon, 1957), cognitive heuristics (Stanwick, 1996), cognitive maps/schemas (March & Simon, 1958;Simon 1957;Stanwick, 1996), mental imagery (Anthony, Bennet, Maddox, & Wheatley, 1993;Stanwick, 1996), creativity (Depree, 1989). These shortcuts are useful when making quick decisions such as in single loop learning and problem solving to react to circumstances based on taken for granted values, goals, frameworks.…”