Task 1 (1,250 - 1,500) 15 marks. This case study reflects several issues regarding leadership development covering sessions 5-8: Montha Sok was chief information officer at Cambodia Medical, a large medical products company. He had joined the company four years ago, and Cambodia Medical had made great progress integrating technology into its systems and processes. Sok had developed trust with people throughout the company and showed them how technology could not only save money, but also support team-based work, encourage information sharing, and give people more control over their own jobs. A new boss (C.E.O.), Tom Carr, arrived at Cambodia Medical and considered Sok's project, a Web-based job posting program, a waste of time and money. Carr had no understanding of why and how technology was being used. The vibrant and innovative human resources department Sok's team had imagined now seemed like nothing more than a "pipe dream". Questions 1. Describe the two different mental models represented in this case. 2. What are some of the assumptions that shape the mindset of Montha Sok? Of Tom Carr? 3. Do you think it is possible for Carr to shift to a new mental model? If you were Montha Sok, what would you do?