This research project explored the relationship between mental models and core strategic decisions about sustainability, by focusing on leaders of Ontario Small to Medium sized Enterprises (SMEs) who were already recognized by third parties as leading in the transition towards sustainability. A design probe was used to collect a qualitative data and visual information from the participants’ own perspective. Twelve SME leaders completed the design probe, sharing the ir thoughts, values, past experiences and future plans through a series of generative prompts. The results led to five key insights about the participants’ mental models and decision making about sustainability, as well as implications for SME Strategy and the design of strategic tools for SME leaders. A model was proposed to help other SMEs envision ways to catalyze larger scale impacts beyond their own internal operational decisions. Overall, the five insights revealed the importance of thinking that is longterm, creative, global, and systems oriented, as well as the challenge of sharing mental models with internal and external stakeholders.

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