Peter Senge (1994) argues that mental models are social constructions that normally are invisible for us, which explain why they are so difficult to change. Since they are founded on deep-seated beliefs, defensive responses are normally used by managers when change is needed. This paper dwells on this important topic in order to show that the emergence and introspection of the mental model present in a corporation by the top managers is extremely salient if a humanistic management is expected. Furthermore, and as an outcome of this, we also work on how traditional mental models, which in Latin America and Colombia are normally elitist, reinforce the growing trend of the informal economy present in these countries. Hence, the challenge is twofold: to change mental models towards a more life-conducive economy, and to change management practices toward a more humane workplace (von Kimakowitz, 2010). As a third section of this paper, a Colombian company is researched in oder to show in practice how a non-elitist mental model increase productivity and help decrease the GINI coefficient.