Mental Model

May 20, 2025

Min

Mental Models for Modern Leaders: 15 Frameworks Every Manager Should Master

Example H2

“I feel like I’m playing whack-a-mole,” he told us. “We fix one thing, and three more pop up.”

In our first deep-dive session, we didn’t jump to tools or tactics. Instead, we helped Rohit zoom out. His real challenge? He was applying linear problem-solving to a dynamic system. What he needed wasn’t more data - it was sharper lenses.

Why Mental Models Matter Now

Modern leadership is less about having the right answers and more about asking the right questions. Especially in an environment where complexity is the norm, not the exception.

Mental models are thinking frameworks - portable, proven tools that help you clarify ambiguity, make better decisions, and act with greater foresight. They're not buzzwords or hacks. They’re how world-class leaders think.

Shane Parrish, author of The Great Mental Models, puts it simply:

“The quality of your thinking depends on the models in your head.”

In a world awash with noise, mental models help you tune into signal.

The SHIFT Habits

Five dimensions of smarter thinking for modern leaders to navigate complexity and drive meaningful change.

Decision Agility

Master the art of making sound decisions in complex, fast-changing environments through structured approaches and mental models.

People Dynamics

Develop deeper understanding of human behavior, motivation, and social interaction to build stronger teams and relationships.

System Awareness

Recognize patterns, connections, and interdependencies across complex systems to identify leverage points and anticipate consequences.

Execution Discipline

Turn ideas into action through methodical planning, pragmatic adaptation, and consistent follow-through on commitments.

Self-Leadership

Cultivate self-awareness, resilience, and continuous growth to lead effectively from the inside out.

Explore The SHIFT Habits

5 Dimensions of Smarter Thinking

To make these models more actionable, we’ve grouped them into five dimensions that modern leaders consistently navigate:

Decision Agility
People Dynamics
System Awareness
Execution Discipline
Self-Leadership

Each model below sits within one of these dimensions - together, they form a powerful cognitive toolkit.

Decision Agility: Choose Wisely

1. First Principles Thinking

Break problems down to their fundamental truths, then build up.
Example: When redesigning cost structures, ask: “What are we actually paying for?”
🟡 Reflection Prompt: Where in your org have layered assumptions calcified into bad habits?

2. Second-Order Thinking

Consider not just the immediate effects but the downstream consequences.
Example: Slashing customer service costs may boost margins - but hurt LTV.
💡 Try this: For every major decision, map three potential ripple effects.

3. Inversion

Instead of asking, “How do we succeed?”, ask, “How could we fail?”
Example: To retain talent, list what would drive top performers away.
✅ Quick win: Run a pre-mortem before your next strategic rollout.

Decision Agility: Choose Wisely

First Principles Thinking

Break problems down to their fundamental truths, then build up from these core elements to find innovative solutions.

When redesigning cost structures, ask: "What are we actually paying for?"

🟡

Reflection Prompt Where in your organization have layered assumptions calcified into bad habits?

Second-Order Thinking

Consider not just the immediate effects but the downstream consequences of your decisions for comprehensive strategy.

Slashing customer service costs may boost margins - but hurt LTV.

💡

Try this For every major decision, map three potential ripple effects.

Inversion

Instead of asking, "How do we succeed?", ask, "How could we fail?" to identify critical blind spots in your planning.

To retain talent, list what would drive top performers away.

✅

Quick win Run a pre-mortem before your next strategic rollout.

‍

People Dynamics: Lead the Human System

4. Hanlon’s Razor

“Never attribute to malice what can be explained by misunderstanding.”
Example: That VP who missed your email? Not sabotaging - just overwhelmed.
🧭 Prompt: Are you assuming intent where there might be constraints?

5. The Ladder of Inference

We leap from observation to conclusion without checking our thinking.
Example: She looked disengaged in the meeting - so we assume she’s checked out. Dangerous shortcut.
📌 Tip: Ask, “What’s another story that could be true here?”

6. Social Proof

We copy what others are doing - especially under uncertainty.
Example: If all your peers are adopting AI copilots, should you follow? Maybe. Maybe not.
🛠 Try this: Audit one recent decision you made - was it driven by peer pressure?

People Dynamics: Lead the Human System

4 Hanlon's Razor

"Never attribute to malice what can be explained by misunderstanding."

Example:

That VP who missed your email? Not sabotaging - just overwhelmed.

Prompt:

Are you assuming intent where there might be constraints?

5 The Ladder of Inference

We leap from observation to conclusion without checking our thinking.

Example:

She looked disengaged in the meeting - so we assume she's checked out. Dangerous shortcut.

Tip:

Ask, "What's another story that could be true here?"

6 Social Proof

We copy what others are doing - especially under uncertainty.

Example:

If all your peers are adopting AI copilots, should you follow? Maybe. Maybe not.

Try this:

Audit one recent decision you made - was it driven by peer pressure?

System Awareness: See the Bigger Picture

7. Feedback Loops

Reinforcing or balancing loops often drive systemic change.
Example: More features → more bugs → slower dev velocity → user churn.
🔍 Prompt: Where is your team stuck in a negative loop?

8. The Map is Not the Territory

Models are simplifications. Don’t confuse the plan with the terrain.
Example: That org chart looks tidy - but power dynamics rarely are.
📍 Practice: Validate plans with frontline voices before major shifts.

9. Leverage Points

Small shifts in one area can lead to big changes elsewhere.
Example: Reducing meeting load by 20% can double engineering output.
🎯 Action: Identify your team’s top three leverage points this quarter.

System Awareness Framework

System Awareness

See the Bigger Picture

Feedback Loops

Reinforcing or balancing loops often drive systemic change.

More features → more bugs → slower dev velocity → user churn.

Prompt Where is your team stuck in a negative loop? 🔍

The Map is Not the Territory

Models are simplifications. Don't confuse the plan with the terrain.

That org chart looks tidy - but power dynamics rarely are.

Practice Validate plans with frontline voices before major shifts. 📍

Leverage Points

Small shifts in one area can lead to big changes elsewhere.

Reducing meeting load by 20% can double engineering output.

Action Identify your team's top three leverage points this quarter. 🎯

Execution Discipline: Drive What Matters

10. The Eisenhower Matrix

Urgent vs. Important - stop reacting and start prioritising.
Example: Daily fire-fighting distracts from long-term capability building.
📆 Tool: Block two hours a week for “Important but Not Urgent” work.

11. Parkinson’s Law

Work expands to fill the time allotted.
Example: A two-week sprint often yields the same as a four-week one - with more focus.
🕒 Tactic: Halve your next planning cycle. Watch what happens.

12. The 80/20 Principle (Pareto)

80% of results often come from 20% of effort.
Example: Not all customers are equally valuable.
🔎 Review: Which 20% of your actions drive most of your wins?

Execution Discipline: Drive What Matters

10The Eisenhower Matrix

Urgent vs. Important

Stop reacting and start prioritising.

Example: Daily fire-fighting distracts from long-term capability building.

📆

Tool: Block two hours a week for "Important but Not Urgent" work.

11Parkinson's Law

Work expands to fill the time allotted

Set shorter deadlines to increase focus and efficiency.

Example: A two-week sprint often yields the same as a four-week one - with more focus.

🕒

Tactic: Halve your next planning cycle. Watch what happens.

12The 80/20 Principle

Pareto Principle

80% of results often come from 20% of effort.

Example: Not all customers are equally valuable.

🔎

Review: Which 20% of your actions drive most of your wins?

Self-Leadership: Stay Grounded, Stay Sharp

13. Circle of Competence

Know what you know - and what you don’t.
Example: A founder may master product but fumble GTM. Admit it early.
🔍 Prompt: Where are you outside your circle - and still making calls?

14. The Stockdale Paradox

Balance brutal reality with deep faith in success.
Example: “We will get through this - but first, let’s face what’s broken.”
🛡 Practice: Pair hard truths with a statement of belief in every team update.

15. Mental Availability

We over-weight what’s top of mind.
Example: A vocal client complaint dominates your roadmap, even if they’re the outlier.
📚 Check: Are you solving the loudest problem - or the most frequent?

Self-Leadership: Stay Grounded, Stay Sharp

Essential principles to maintain clarity and effectiveness

Circle of Competence

Know what you know - and what you don't.

💡 Example:

A founder may master product but fumble GTM. Admit it early.

🔍 Prompt:

Where are you outside your circle - and still making calls?

The Stockdale Paradox

Balance brutal reality with deep faith in success.

💡 Example:

"We will get through this - but first, let's face what's broken."

🛡 Practice:

Pair hard truths with a statement of belief in every team update.

Mental Availability

We over-weight what's top of mind.

💡 Example:

A vocal client complaint dominates your roadmap, even if they're the outlier.

📚 Check:

Are you solving the loudest problem - or the most frequent?

Operationalising It

Choose Your Five
Start with five models that feel most relevant. Make them your leadership “operating system.”
Run Weekly Debriefs
Ask: “Which mental model could have helped us see that earlier?”
Visualise Models in Shared Language
Use icons, post-its, or shorthand across your team’s rituals. Normalise model-based conversations.

Pro Tip: Use team offsites to introduce a shared model language - when the stakes are low and curiosity is high.

Pitfalls We’ve Witnessed

Trying to apply all models at once.
Remedy: Start with 3–5 that fit your current challenges.
Treating mental models as academic.
Remedy: Use them in retros, 1:1s, and strategic reviews.
Assuming others think like you do.
Remedy: Teach your team. Build the habit together.
Over-relying on one model.
Remedy: Build your “latticework” - a diverse, context-sensitive set.

Executive Reflection Corner

Prompt 1: Which mental models already shape your leadership decisions - consciously or not?
Prompt 2: Where is your current thinking not keeping up with the complexity of your role?

Value Realised

When leaders adopt mental models as part of their thinking hygiene, teams move faster with fewer blind spots. Strategy becomes a shared conversation, not a private burden. And decision quality - especially in uncertainty - goes up.

The payoff?
Clearer priorities. Stronger teams. Fewer “I wish we’d seen that earlier” moments.

Your Next Strategic Move

Pick one challenge you’re facing this week. Apply Second-Order Thinking to it - what are three consequences you hadn’t considered?

Let us know what surfaced - or if your team already uses a mental model we didn’t include. We’d love to hear how you’re building your own thinking edge.

Team SHIFT

‍

Rohit was weeks into a messy merger when the panic started to set in. As the COO of a fast-scaling logistics company, he’d seen plenty of complexity - but this was something else. Every decision triggered a cascade of unintended consequences. The integration roadmap was clear on paper, but in real time? Interpersonal friction, culture mismatches, and resource misalignments were piling up.

‍

“I feel like I’m playing whack-a-mole,” he told us. “We fix one thing, and three more pop up.”

Why Mental Models Matter Now

Modern leadership is less about having the right answers and more about asking the right questions. Especially in an environment where complexity is the norm, not the exception.

Shane Parrish, author of The Great Mental Models, puts it simply:

“The quality of your thinking depends on the models in your head.”

In a world awash with noise, mental models help you tune into signal.

The SHIFT Habits

Five dimensions of smarter thinking for modern leaders to navigate complexity and drive meaningful change.

Decision Agility

Master the art of making sound decisions in complex, fast-changing environments through structured approaches and mental models.

People Dynamics

Develop deeper understanding of human behavior, motivation, and social interaction to build stronger teams and relationships.

System Awareness

Recognize patterns, connections, and interdependencies across complex systems to identify leverage points and anticipate consequences.

Execution Discipline

Turn ideas into action through methodical planning, pragmatic adaptation, and consistent follow-through on commitments.

Self-Leadership

Cultivate self-awareness, resilience, and continuous growth to lead effectively from the inside out.

Explore The SHIFT Habits

5 Dimensions of Smarter Thinking

To make these models more actionable, we’ve grouped them into five dimensions that modern leaders consistently navigate:

Decision Agility
People Dynamics
System Awareness
Execution Discipline
Self-Leadership

Each model below sits within one of these dimensions - together, they form a powerful cognitive toolkit.

Decision Agility: Choose Wisely

1. First Principles Thinking

2. Second-Order Thinking

3. Inversion

Decision Agility: Choose Wisely

First Principles Thinking

Break problems down to their fundamental truths, then build up from these core elements to find innovative solutions.

When redesigning cost structures, ask: "What are we actually paying for?"

🟡

Reflection Prompt Where in your organization have layered assumptions calcified into bad habits?

Second-Order Thinking

Consider not just the immediate effects but the downstream consequences of your decisions for comprehensive strategy.

Slashing customer service costs may boost margins - but hurt LTV.

💡

Try this For every major decision, map three potential ripple effects.

Inversion

Instead of asking, "How do we succeed?", ask, "How could we fail?" to identify critical blind spots in your planning.

To retain talent, list what would drive top performers away.

✅

Quick win Run a pre-mortem before your next strategic rollout.

‍

People Dynamics: Lead the Human System

4. Hanlon’s Razor

5. The Ladder of Inference

6. Social Proof

People Dynamics: Lead the Human System

4 Hanlon's Razor

"Never attribute to malice what can be explained by misunderstanding."

Example:

That VP who missed your email? Not sabotaging - just overwhelmed.

Prompt:

Are you assuming intent where there might be constraints?

5 The Ladder of Inference

We leap from observation to conclusion without checking our thinking.

Example:

She looked disengaged in the meeting - so we assume she's checked out. Dangerous shortcut.

Tip:

Ask, "What's another story that could be true here?"

6 Social Proof

We copy what others are doing - especially under uncertainty.

Example:

If all your peers are adopting AI copilots, should you follow? Maybe. Maybe not.

Try this:

Audit one recent decision you made - was it driven by peer pressure?

System Awareness: See the Bigger Picture

7. Feedback Loops

8. The Map is Not the Territory

9. Leverage Points

System Awareness Framework

System Awareness

See the Bigger Picture

Feedback Loops

Reinforcing or balancing loops often drive systemic change.

More features → more bugs → slower dev velocity → user churn.

Prompt Where is your team stuck in a negative loop? 🔍

The Map is Not the Territory

Models are simplifications. Don't confuse the plan with the terrain.

That org chart looks tidy - but power dynamics rarely are.

Practice Validate plans with frontline voices before major shifts. 📍

Leverage Points

Small shifts in one area can lead to big changes elsewhere.

Reducing meeting load by 20% can double engineering output.

Action Identify your team's top three leverage points this quarter. 🎯

Execution Discipline: Drive What Matters

10. The Eisenhower Matrix

11. Parkinson’s Law

Work expands to fill the time allotted.
Example: A two-week sprint often yields the same as a four-week one - with more focus.
🕒 Tactic: Halve your next planning cycle. Watch what happens.

12. The 80/20 Principle (Pareto)

80% of results often come from 20% of effort.
Example: Not all customers are equally valuable.
🔎 Review: Which 20% of your actions drive most of your wins?

Execution Discipline: Drive What Matters

10The Eisenhower Matrix

Urgent vs. Important

Stop reacting and start prioritising.

Example: Daily fire-fighting distracts from long-term capability building.

📆

Tool: Block two hours a week for "Important but Not Urgent" work.

11Parkinson's Law

Work expands to fill the time allotted

Set shorter deadlines to increase focus and efficiency.

Example: A two-week sprint often yields the same as a four-week one - with more focus.

🕒

Tactic: Halve your next planning cycle. Watch what happens.

12The 80/20 Principle

Pareto Principle

80% of results often come from 20% of effort.

Example: Not all customers are equally valuable.

🔎

Review: Which 20% of your actions drive most of your wins?

Self-Leadership: Stay Grounded, Stay Sharp

13. Circle of Competence

Know what you know - and what you don’t.
Example: A founder may master product but fumble GTM. Admit it early.
🔍 Prompt: Where are you outside your circle - and still making calls?

14. The Stockdale Paradox

15. Mental Availability

Self-Leadership: Stay Grounded, Stay Sharp

Essential principles to maintain clarity and effectiveness

Circle of Competence

Know what you know - and what you don't.

💡 Example:

A founder may master product but fumble GTM. Admit it early.

🔍 Prompt:

Where are you outside your circle - and still making calls?

The Stockdale Paradox

Balance brutal reality with deep faith in success.

💡 Example:

"We will get through this - but first, let's face what's broken."

🛡 Practice:

Pair hard truths with a statement of belief in every team update.

Mental Availability

We over-weight what's top of mind.

💡 Example:

A vocal client complaint dominates your roadmap, even if they're the outlier.

📚 Check:

Are you solving the loudest problem - or the most frequent?

Operationalising It

Choose Your Five
Start with five models that feel most relevant. Make them your leadership “operating system.”
Run Weekly Debriefs
Ask: “Which mental model could have helped us see that earlier?”
Visualise Models in Shared Language
Use icons, post-its, or shorthand across your team’s rituals. Normalise model-based conversations.

Pro Tip: Use team offsites to introduce a shared model language - when the stakes are low and curiosity is high.

Pitfalls We’ve Witnessed

Trying to apply all models at once.
Remedy: Start with 3–5 that fit your current challenges.
Treating mental models as academic.
Remedy: Use them in retros, 1:1s, and strategic reviews.
Assuming others think like you do.
Remedy: Teach your team. Build the habit together.
Over-relying on one model.
Remedy: Build your “latticework” - a diverse, context-sensitive set.

Executive Reflection Corner

Prompt 1: Which mental models already shape your leadership decisions - consciously or not?
Prompt 2: Where is your current thinking not keeping up with the complexity of your role?

Value Realised

The payoff?
Clearer priorities. Stronger teams. Fewer “I wish we’d seen that earlier” moments.

Your Next Strategic Move

Pick one challenge you’re facing this week. Apply Second-Order Thinking to it - what are three consequences you hadn’t considered?

Let us know what surfaced - or if your team already uses a mental model we didn’t include. We’d love to hear how you’re building your own thinking edge.

Team SHIFT

‍

Summary

Mental Model

May 20, 2025

Min

Mental Models for Modern Leaders: 15 Frameworks Every Manager Should Master

‍

“I feel like I’m playing whack-a-mole,” he told us. “We fix one thing, and three more pop up.”

Why Mental Models Matter Now

Modern leadership is less about having the right answers and more about asking the right questions. Especially in an environment where complexity is the norm, not the exception.

Shane Parrish, author of The Great Mental Models, puts it simply:

“The quality of your thinking depends on the models in your head.”

In a world awash with noise, mental models help you tune into signal.

The SHIFT Habits

Five dimensions of smarter thinking for modern leaders to navigate complexity and drive meaningful change.

Decision Agility

Master the art of making sound decisions in complex, fast-changing environments through structured approaches and mental models.

People Dynamics

Develop deeper understanding of human behavior, motivation, and social interaction to build stronger teams and relationships.

System Awareness

Recognize patterns, connections, and interdependencies across complex systems to identify leverage points and anticipate consequences.

Execution Discipline

Turn ideas into action through methodical planning, pragmatic adaptation, and consistent follow-through on commitments.

Self-Leadership

Cultivate self-awareness, resilience, and continuous growth to lead effectively from the inside out.

Explore The SHIFT Habits

5 Dimensions of Smarter Thinking

To make these models more actionable, we’ve grouped them into five dimensions that modern leaders consistently navigate:

Decision Agility
People Dynamics
System Awareness
Execution Discipline
Self-Leadership

Each model below sits within one of these dimensions - together, they form a powerful cognitive toolkit.

Decision Agility: Choose Wisely

1. First Principles Thinking

2. Second-Order Thinking

3. Inversion

Decision Agility: Choose Wisely

First Principles Thinking

Break problems down to their fundamental truths, then build up from these core elements to find innovative solutions.

When redesigning cost structures, ask: "What are we actually paying for?"

🟡

Reflection Prompt Where in your organization have layered assumptions calcified into bad habits?

Second-Order Thinking

Consider not just the immediate effects but the downstream consequences of your decisions for comprehensive strategy.

Slashing customer service costs may boost margins - but hurt LTV.

💡

Try this For every major decision, map three potential ripple effects.

Inversion

Instead of asking, "How do we succeed?", ask, "How could we fail?" to identify critical blind spots in your planning.

To retain talent, list what would drive top performers away.

✅

Quick win Run a pre-mortem before your next strategic rollout.

‍

People Dynamics: Lead the Human System

4. Hanlon’s Razor

5. The Ladder of Inference

6. Social Proof

People Dynamics: Lead the Human System

4 Hanlon's Razor

"Never attribute to malice what can be explained by misunderstanding."

Example:

That VP who missed your email? Not sabotaging - just overwhelmed.

Prompt:

Are you assuming intent where there might be constraints?

5 The Ladder of Inference

We leap from observation to conclusion without checking our thinking.

Example:

She looked disengaged in the meeting - so we assume she's checked out. Dangerous shortcut.

Tip:

Ask, "What's another story that could be true here?"

6 Social Proof

We copy what others are doing - especially under uncertainty.

Example:

If all your peers are adopting AI copilots, should you follow? Maybe. Maybe not.

Try this:

Audit one recent decision you made - was it driven by peer pressure?

System Awareness: See the Bigger Picture

7. Feedback Loops

8. The Map is Not the Territory

9. Leverage Points

System Awareness Framework

System Awareness

See the Bigger Picture

Feedback Loops

Reinforcing or balancing loops often drive systemic change.

More features → more bugs → slower dev velocity → user churn.

Prompt Where is your team stuck in a negative loop? 🔍

The Map is Not the Territory

Models are simplifications. Don't confuse the plan with the terrain.

That org chart looks tidy - but power dynamics rarely are.

Practice Validate plans with frontline voices before major shifts. 📍

Leverage Points

Small shifts in one area can lead to big changes elsewhere.

Reducing meeting load by 20% can double engineering output.

Action Identify your team's top three leverage points this quarter. 🎯

Execution Discipline: Drive What Matters

10. The Eisenhower Matrix

11. Parkinson’s Law

Work expands to fill the time allotted.
Example: A two-week sprint often yields the same as a four-week one - with more focus.
🕒 Tactic: Halve your next planning cycle. Watch what happens.

12. The 80/20 Principle (Pareto)

80% of results often come from 20% of effort.
Example: Not all customers are equally valuable.
🔎 Review: Which 20% of your actions drive most of your wins?

Execution Discipline: Drive What Matters

10The Eisenhower Matrix

Urgent vs. Important

Stop reacting and start prioritising.

Example: Daily fire-fighting distracts from long-term capability building.

📆

Tool: Block two hours a week for "Important but Not Urgent" work.

11Parkinson's Law

Work expands to fill the time allotted

Set shorter deadlines to increase focus and efficiency.

Example: A two-week sprint often yields the same as a four-week one - with more focus.

🕒

Tactic: Halve your next planning cycle. Watch what happens.

12The 80/20 Principle

Pareto Principle

80% of results often come from 20% of effort.

Example: Not all customers are equally valuable.

🔎

Review: Which 20% of your actions drive most of your wins?

Self-Leadership: Stay Grounded, Stay Sharp

13. Circle of Competence

Know what you know - and what you don’t.
Example: A founder may master product but fumble GTM. Admit it early.
🔍 Prompt: Where are you outside your circle - and still making calls?

14. The Stockdale Paradox

15. Mental Availability

Self-Leadership: Stay Grounded, Stay Sharp

Essential principles to maintain clarity and effectiveness

Circle of Competence

Know what you know - and what you don't.

💡 Example:

A founder may master product but fumble GTM. Admit it early.

🔍 Prompt:

Where are you outside your circle - and still making calls?

The Stockdale Paradox

Balance brutal reality with deep faith in success.

💡 Example:

"We will get through this - but first, let's face what's broken."

🛡 Practice:

Pair hard truths with a statement of belief in every team update.

Mental Availability

We over-weight what's top of mind.

💡 Example:

A vocal client complaint dominates your roadmap, even if they're the outlier.

📚 Check:

Are you solving the loudest problem - or the most frequent?

Operationalising It

Choose Your Five
Start with five models that feel most relevant. Make them your leadership “operating system.”
Run Weekly Debriefs
Ask: “Which mental model could have helped us see that earlier?”
Visualise Models in Shared Language
Use icons, post-its, or shorthand across your team’s rituals. Normalise model-based conversations.

Pro Tip: Use team offsites to introduce a shared model language - when the stakes are low and curiosity is high.

Pitfalls We’ve Witnessed

Trying to apply all models at once.
Remedy: Start with 3–5 that fit your current challenges.
Treating mental models as academic.
Remedy: Use them in retros, 1:1s, and strategic reviews.
Assuming others think like you do.
Remedy: Teach your team. Build the habit together.
Over-relying on one model.
Remedy: Build your “latticework” - a diverse, context-sensitive set.

Executive Reflection Corner

Prompt 1: Which mental models already shape your leadership decisions - consciously or not?
Prompt 2: Where is your current thinking not keeping up with the complexity of your role?

Value Realised

The payoff?
Clearer priorities. Stronger teams. Fewer “I wish we’d seen that earlier” moments.

Your Next Strategic Move

Pick one challenge you’re facing this week. Apply Second-Order Thinking to it - what are three consequences you hadn’t considered?

Let us know what surfaced - or if your team already uses a mental model we didn’t include. We’d love to hear how you’re building your own thinking edge.

Team SHIFT

‍

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