By considering assumptions underlying the beliefs and opinions of executive clients, mental models can be evoked. An example of this is the executive who continues to look outside him/herself for an explanation of events that are not satisfying or even frustrating, rather than examining their own beliefs and behaviors. There are several lines of inquiry that might be pursued. One is to ask when the executive behaviors have resulted in achieving what was desired, then comparing current conditions to those past. How have conditions changed and what are the implications of the changes in context for behaviors that will support desired results?

> Russ Volckmann