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1 An Introduction to Mental Modeling |
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1 | (12) |
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Supporting Evidence-Based Strategies and Communications |
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2 | (2) |
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Understanding People's Mental Models |
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4 | (1) |
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Mental Modeling: Critical to Effective Risk Communication |
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4 | (1) |
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Key Benefits of the Mental Modeling |
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5 | (1) |
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6 | (1) |
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Who Should Use Mental Modeling? |
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7 | (1) |
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7 | (2) |
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Part I The Mental Modeling Approach |
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7 | (1) |
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Part II Applications in USACE |
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7 | (1) |
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Part III Applications in Other Contexts and Industries |
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8 | (1) |
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Part IV Mental Modeling Software Support |
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9 | (1) |
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9 | (4) |
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Part I The Mental Modeling Approach |
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2 Mental Modeling Research Technical Approach |
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13 | (18) |
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13 | (1) |
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Overview of Mental Modeling Research Methodology |
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14 | (1) |
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Key Benefits of Mental Modeling |
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15 | (1) |
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Mental Modeling Core Technique |
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16 | (1) |
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Key Steps in the Mental Modeling Process |
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17 | (1) |
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Step 1 Define the Opportunity |
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18 | (1) |
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ASPS Opportunity Statement Example |
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19 | (1) |
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Step 2 Develop the Expert Model |
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19 | (3) |
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ASPS Expert Model Example |
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20 | (1) |
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21 | (1) |
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22 | (1) |
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Step 3 Design, Conduct, and Analyze Mental Models Interviews |
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22 | (3) |
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24 | (1) |
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24 | (1) |
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Step 4 (Optional) Design, Conduct, and Analyze Qualitative and/or Quantitative Research, Building on Foundational Mental Models Research |
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25 | (1) |
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Step 5 Use Research Results to Design and Pretest Strategies, Policies, Interventions, and Communications |
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26 | (2) |
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28 | (1) |
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Step 6 Implement and Evaluate Strategies |
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28 | (2) |
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ASPS Case: Implementation Results |
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29 | (1) |
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30 | (1) |
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3 Science of Mental Modeling |
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31 | (12) |
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Mental Modeling as Evidence-Based Practice |
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31 | (1) |
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32 | (1) |
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33 | (1) |
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Mental Modeling History and Method |
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33 | (1) |
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Other Methods for Representing Mental Models |
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34 | (3) |
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34 | (1) |
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35 | (1) |
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System Dynamics Diagramming |
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36 | (1) |
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37 | (1) |
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37 | (6) |
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Part II Applications at U.S. Army Corps of Engineers (USACE) |
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43 | (14) |
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43 | (3) |
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Literature Review of Layperson Stakeholder Perceptions |
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46 | (1) |
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Literature Review Results |
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47 | (2) |
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49 | (1) |
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50 | (1) |
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Mental Models Interviews and Comparative Analysis |
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51 | (1) |
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52 | (1) |
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53 | (1) |
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54 | (3) |
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5 Adaptive Management for Climate Change |
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57 | (12) |
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57 | (3) |
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60 | (1) |
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61 | (3) |
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64 | (1) |
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65 | (4) |
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6 Technology Infusion and Marketing |
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69 | (16) |
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69 | (2) |
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Base Model of the TIM Approach |
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71 | (1) |
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Step One Opportunity Formulation |
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71 | (2) |
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72 | (1) |
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73 | (1) |
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Step Three Implementation |
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73 | (1) |
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Workshop: Technology Infusion and Marketing (TIM): Guided Thinking on Three Technologies |
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74 | (1) |
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Preworkshop with EL Sponsors and Project Leads |
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74 | (1) |
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75 | (1) |
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75 | (1) |
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76 | (1) |
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TREECS: Training Range Environmental Evaluation and Characterization System |
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76 | (1) |
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77 | (1) |
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77 | (1) |
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Key Learnings and Applying the Results |
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78 | (1) |
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TIM Path Forward Considerations/Action Options |
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79 | (1) |
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An Example of Project-Specific Successes and Learnings: TREECS |
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80 | (2) |
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82 | (3) |
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Part III Applications in Other Contexts and Industries |
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7 Farmers' Decision Making to Avoid Drug Residues in Dairy Cows: A Mental Modeling Case Study |
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85 | (20) |
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85 | (2) |
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87 | (4) |
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91 | (1) |
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92 | (1) |
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92 | (1) |
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92 | (1) |
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93 | (1) |
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94 | (5) |
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Improving Risk Communication |
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99 | (1) |
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Variances Between Violators and Non-violators |
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99 | (3) |
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Considerations on Next Steps for Strategic Risk Communications with Dairy Farmers |
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102 | (1) |
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Key Learnings and Applying the Results |
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103 | (1) |
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104 | (1) |
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8 Influence of the CHEMM Tool on Planning, Preparedness, and Emergency Response to Hazardous Chemical Exposures: A Customized Strategic Communications Process Based on Mental Modeling |
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105 | (28) |
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105 | (2) |
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107 | (1) |
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107 | (1) |
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107 | (1) |
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Expert Models of Influences on CHEMM Effectiveness |
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108 | (1) |
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108 | (12) |
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Influence of the CHEMM Tool on Planning. Preparedness, and Emergency Response to Hazardous Chemical Exposures: System Perspective |
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108 | (6) |
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Influences of the CHEMM Tool on Planning. Preparedness, and Emergency Response to Hazardous Chemical Exposures: User Perspective |
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114 | (6) |
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User Matrices for CHEMM Optimization |
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120 | (1) |
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Deeper Insight into CHEMM Users' Mental Models |
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121 | (2) |
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121 | (1) |
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122 | (1) |
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Summary Mental Models Research Findings |
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123 | (5) |
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CHEMM Uses and Information Needs |
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124 | (2) |
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CHEMM Information Quality Criteria |
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126 | (1) |
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127 | (1) |
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Stakeholder Engagement and Continuing CHEMM Development |
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127 | (1) |
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Interview Wrap-Up and Interviewees' Closing Thoughts |
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128 | (1) |
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Building on the Mental Models Research Results |
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128 | (1) |
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Client Perspectives on Mental Models Research, Key Learnings, and Applying the Results |
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129 | (4) |
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9 The Chamber of Mines of South Africa Leading Practice Adoption System |
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133 | (20) |
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Background to Development of the System |
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133 | (1) |
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Leadership Commitment and Exploratory Work |
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134 | (1) |
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134 | (3) |
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A Residual Communication Challenge |
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137 | (1) |
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138 | (1) |
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139 | (12) |
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151 | (2) |
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10 Conducting Effective Outreach with Community Stakeholders About Biosolids: A Customized Strategic Risk Communications Process™ Based on Mental Modeling |
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153 | (26) |
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153 | (1) |
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The Global Opportunity for Biosolids Professionals |
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154 | (2) |
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The Strategic Risk Communications Process |
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156 | (2) |
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Applying the Strategic Risk Communications Process™: Two Case Studies |
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158 | (1) |
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Step 1 Define the Opportunity |
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159 | (1) |
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Sample Opportunity Statement |
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159 | (1) |
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Step 2 Characterize the Situation |
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160 | (3) |
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Technical Assessment, Using Expert Modeling |
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160 | (1) |
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Preliminary Stakeholder Analysis |
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160 | (3) |
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Step 3 Assess Stakeholders' Interests, Priorities, and Communications Needs, Through Mental Models Research |
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163 | (9) |
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Sample Development and Recruitment |
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164 | (1) |
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164 | (1) |
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165 | (1) |
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165 | (1) |
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166 | (1) |
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Highlights from the Mental Models Research |
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167 | (5) |
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Step 4 Develop and Pretest Communications Plan and Materials |
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172 | (2) |
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Pretesting Communication Plan and Materials |
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174 | (1) |
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Implementation and Evaluation |
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174 | (1) |
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Developing Guidance for Biosolids Professionals |
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175 | (1) |
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Key Learnings and Demonstrated Value |
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175 | (2) |
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177 | (2) |
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11 Using Mental Modeling to Systematically Build Community Support for New Coal Technologies for Electricity Generation |
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179 | (16) |
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Opportunity for New Coal-Based Power Generation Technology |
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179 | (2) |
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181 | (1) |
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182 | (1) |
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183 | (1) |
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Draft the Opportunity Statement and Guiding Principles |
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183 | (2) |
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184 | (1) |
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184 | (1) |
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185 | (1) |
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Conduct Mental Models Research |
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186 | (1) |
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Key Learnings from the Mental Models Research |
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186 | (1) |
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Hold a Series of Community Advisory Task Group Workshops |
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187 | (2) |
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Draft a Community Engagement Strategy |
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189 | (1) |
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Community Workshop to Draft the Environmental Impact Assessment Terms of Reference |
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190 | (1) |
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Finalize Community Engagement Strategy and Plan |
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191 | (2) |
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193 | (1) |
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194 | (1) |
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12 Saving Lives from a Silent Killer: Using Mental Modeling to Address Homeowners' Decision Making About Carbon Monoxide Poisoning |
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195 | (28) |
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195 | (1) |
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Communicating the Risk of Carbon Monoxide in the Home |
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196 | (1) |
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Applying the Mental Modeling Research Approach |
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197 | (1) |
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Step 1 Define the Opportunity |
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198 | (1) |
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Step 2 Characterize the Situation |
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199 | (5) |
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Development of the Expert Model |
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199 | (1) |
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200 | (1) |
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201 | (1) |
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Detailed Expert Model of Reducing Carbon Monoxide Risk in the Home |
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202 | (2) |
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204 | (1) |
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Step 3 Assess Stakeholders' Interests, Priorities and Communications Needs, Through Mental Models Research |
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204 | (8) |
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204 | (1) |
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Interview Protocol Outline |
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205 | (1) |
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205 | (1) |
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205 | (2) |
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207 | (1) |
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207 | (5) |
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212 | (1) |
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Step 4 Develop and Pretest Communications Plan and Materials |
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212 | (9) |
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Communication Goal and Strategic Objectives |
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212 | (2) |
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Key Communities of Interest and Potential Partners |
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214 | (1) |
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215 | (1) |
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216 | (4) |
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Implementation and Evaluation |
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220 | (1) |
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Key Learnings and Demonstrated Value |
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221 | (1) |
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221 | (2) |
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13 U.S. Census Bureau Integrated Communications Services for Data Dissemination: Mental Modeling Case Study with Key Internal Expert Stakeholders |
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223 | (16) |
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223 | (1) |
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224 | (3) |
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Developing the Expert Models |
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225 | (1) |
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226 | (1) |
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Conducting Mental Models Research |
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227 | (1) |
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227 | (6) |
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Key Census Bureau Stakeholders |
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227 | (1) |
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Modes of Communications and Engagement |
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228 | (1) |
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228 | (2) |
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230 | (2) |
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Improving Communication and Engagement |
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232 | (1) |
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Preliminary Considerations on Key Components of the Communications Research and Analytics Roadmap (CRAR) |
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233 | (2) |
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Strategic Framework for CRAR |
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234 | (1) |
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Strategic Framework for the Communications Research and Analytics Roadmap |
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235 | (4) |
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Part IV Mental Modeling Software Support |
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14 Supporting and Expanding the Scope and Application of Mental Modeling: Current and Future Software Developments |
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239 | (16) |
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239 | (1) |
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CASS Support Software for Mental Modeling Technology™ (MMT™) Research Processes |
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239 | (10) |
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eCASS Software for Modeling |
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240 | (4) |
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eCASS Coding and Analysis Module |
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244 | (4) |
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Cass Module Integration (eCASS and cCASS) |
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248 | (1) |
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248 | (1) |
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Case Study: IDST™ used by Enersource Hydro Mississauga to Fulfill Customer Engagement Regulatory Requirements |
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249 | (4) |
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The Customer Engagement Challenge |
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249 | (1) |
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New Technology for Customer Engagement |
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250 | (1) |
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250 | (1) |
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251 | (2) |
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Advantages over Conventional Customer Engagement Methods |
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253 | (1) |
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Considerations on Future Applications of the IDST™ |
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253 | (1) |
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Mental Modeling Technology™ with Quantitative Risk Analysis Tools |
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253 | (1) |
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254 | (1) |
| Index |
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255 | |
