The role of mental models in the development of knowledge management systems

It is argued that there are two imperatives to consider: the acceptance of uncertainty linked to a willingness to put aside personal and technical mental models held by analysts and a readiness to understand the generation of collective team-based mental models which will reflect stakeholder perspectives and needs.

Abstract

Two case studies from markedly different environments, cartography and healthcare, are presented to elucidate two major issues in the development and implementation of knowledge management systems for multidisciplinary teams in uncertain contexts; a tendency in developers to impose their mental models, making the environment appear less uncertain and more manageable, thus reducing the range of options apparently available to users; and contemporary mental models of knowledge management systems preventing a model suitable for a diverse team in an uncertain environment being developed. It is argued that there are two imperatives to consider. The acceptance of uncertainty linked to a willingness to put aside personal and technical mental models held by analysts and a readiness to understand the generation of collective team-based mental models which will reflect stakeholder perspectives and needs.