Mental models, deeply ingrained assumptions, generalizations and images of how the world works, shape what we see and do and cause good ideas to fail when they conflict with tacit images; the problem is not that models are wrong but that they are tacit and untested. The discipline surfaces, tests and improves them, starting with the shared models of key decision makers, for example through scenarios built to challenge managers' assumptions (planning as learning).
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.