bengetalks about mental models, Covey speaks of mental maps; scholarly management journals discuss cognitive maps. These are essentially synonyms. They all refer to those maps in the minds of the organization's people that represent their understanding of external realities. To the degree that the maps are inaccurate, earning and revision of the maps needs to occur. Working with one another, it is possible to surface, test, and improve our mental models and habits of thinking. enge argues that this is a high-leverage, strategic, practical, and exceedingly owerful endeavor