The Power of Pure Silence for Altering Individual Mental Models: A Paradigm Shift in Organizational Behavior for Dynamic Environments

Abstract

In dynamic environments, the necessity to adapt mental models that no longer serve their purpose is paramount as these models guide individual behaviors. This article aims to elucidate how engaging in Pure Silence can influence and alter mental models with implications for organizational functioning. The formulation and operationalization of mental models have been central to analyzing intersections between industrial and organizational (I-O) psychology and cognitive psychology. The theoretical framework described and the proposed conceptual model can help organizational psychology researchers and professionals to understand how mental models can be altered to foster effective organizational behavior. The model integrates (a) Pure Silence, (b) meditation, (c) mindfulness, (d) mental models which guide individual behaviors and (e) organizational climate. By drawing insights from mindfulness theory and social learning theory, this article explores mechanisms underlying effective organizational behavior.