Group model building literature reports that participation causes mental model refinement and alignment, but no previous study appears to have examined whether these changes are enduring. This paper reports on a case study involving four groups using groupmodel building tools thatwere evaluated immediately before, immediately after, and 12months following a 3-hourworkshop. Eachworkshop used qualitative group model building to plan strategy implementation initiatives in a government department. A change of circumstances (merger and restructure)meant that theworkshop conclusionswere not implemented, providing a research opportunity tomeasure the enduring ef- fects of group model building workshops. Statistical comparison of written responses suggests that participants’ views on theworkshop topic changed and becamemore alike through theworkshop process, and that these changes were enduring even in the relative absence of reinforcing activities.
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