Exploring Learning Organizations: Enacting Mental Models: The Power of the Rosenthal Stage
journal contributionposted on 07.06.2017 by Morrison, Michael, Rosenthal, Annie
Any type of content formally published in an academic journal, usually following a peer-review process.
The only true source of sustainable competitive advantage seems to be by building learning organizations. In order to ensure the survival of their organizations, managers need to focus on individual and organizational learning, the development of a shared vision, an awareness of the internal environment and the external context. A key requirement in this process is the ability to surface and test the mental models of people throughout the organization. One of the ways of testing mental models is within the context of action. The exploration of effective action is examined using the Rosenthal Stage. In this paper we will build on the work of Senge (1992), Moreno (1953) and Williams (1991). This application is an action-based method using a miniature stage. The Rosenthal Stage involves a five step process of surfacing, externalising, reflecting, revealing, and active dialogue of peoples' perceptions of their organization. A case study will be presented which demonstrates the surfacing of a mental model of a senior manager in a multi-national communications organization. The power of the Rosenthal Stage enabled this manger, after one session, to gain contextual insight into the breath of his organization, and the value of his contribution.