¶ Welcome and Introduction
Hi everyone and welcome back to Mental Models for Managing Change . I am Ali Jema and , as always , I'm really glad you're tuning in . In our last episode we explored the ladder of inference , a model that helps us question the assumptions that quietly shape our actions . That was all about how we think before we act . Today we shift gears from reflection to focus .
But before we dive in , let's quickly revisit what a mental model actually is . A mental model is a way of seeing , a mental framework that helps us interpret complexity , solve problems and make better decisions . We can think of it as a map for navigating uncertainty and , just like any map , the clearer it is , the more confident we become in finding
¶ The Pareto Principle Explained
our way forward . Which brings us to today's model , the Pareto Principle , often called the 80-20 rule . In a world where everything feels urgent and important , this model reminds us not all effort is equal . Where it comes from . The Pareto Principle is named after the Italian economist , valfredo Pareto .
After the Italian economist , valfredo Pareto , who , in the late 1800s , noticed that 80% of Italy's land was owned by just 20% of the population . Since then , the same pattern has shown up in many systems 80% of customer compliance often come from 20% of the causes 80% of a company's profits come from 20% of its products .
In your own to-do list , 80% of your progress likely comes from 20% of your tasks and in change management , 80% of resistance might stem from 20% of misunderstood impacts . It is not about the numbers being exact . It is about recognizing that a small number of inputs often drive a large portion of results . Why it matters
¶ Why 80-20 Matters in Change
in change . In change work , we often try to do everything , fix every process , run every engagement and answer every email . But this model invites us to ask what is the 20% of effort that creates 80% of the shift ? Where are we trying too hard for too little gain ? Maybe it is the three leaders who shape the culture for everyone else .
Maybe it is one outdated workflow that causes most of the friction . Maybe it is a handful of conversations that would unlock trust across the board . Pareto helps us shift from being busy to being effective .
¶ University Platform Case Study
Here's a story from the field . I once worked with a team launching a new student platform across a university . The project team was drowning in feedback , trying to please everyone , tweak every feature , respond to every user request . What's really causing the most pain right now ?
Turned out , 80% of negative feedback came from one key step in onboarding flow , a small but critical moment that confused users right at the start . Once we focused on 20% , not only did satisfaction go up , but support tickets dropped , word of mouth improved and the team had more breathing room to focus on long-term features . How to use
¶ Three Ways to Apply Pareto
it ? Here are three ways to apply the Pareto principle in your own change work . One run a quick 80-20 scan . Look at your project plan , engagement strategy or even stakeholder list and ask which small number of actions or voices will have the biggest impact . 2 . Prioritize action over perfection . Let go of doing everything well .
Focus on doing the vital few things exceptionally . 3 . Use it in resistance . Not every concern needs equal airtime . Find the root issues driving the loudest or most consistent pushback . That's where the real leverage is . So here's your reflection for the week . Think of a challenge you're leading or part of right now . Ask where am I putting 80% of my effort ?
For 20% of the impact ? Then flip it . Where could 20% of thoughtful energy create most of the momentum ? The truth is we can't do it all and we're not meant to , but we can do things that matter most , and that's where real change begins .
¶ Next Episode Preview and Closing
Thanks again for tuning in to Mental Models for Managing Change . In our next episode , we'll build on this idea with a model that helps us take even more ownership , especially when things feel out of control . It is called the circle of control , influence and concern , and it is a game changer for how we manage pressure , uncertainty and scope in complex change .
Until then , I'll leave you with this Doing more is not the same as doing what matters . Until next time .
And one more thing If you're enjoying this mini-series and want to go deeper into the human side of change conversations about leadership , culture and the psychology of transformation you might enjoy some of the longer episodes on my other podcast feed , the Inner Game of Change .
It is where I sit down with thinkers , leaders and practitioners to explore what it really takes to lead the change from inside out . You'll find those episodes right here in the same feed . Thanks again and talk soon .