Business

In 1992, the Rosetta Stone Company created proprietary learning software which resembled Egyptian hieroglyphics. The Rosetta Stone software uses a combination of images, text, and sound, with difficulty levels increases as the student progresses. The function of this software is to teach vocabulary terms and grammar intuitively, without drills or translation.

Instruction takes the structure of a set of lessons consisting of ten groups of about 4 images each. These images are associated with particular words or sentences (which are both written and spoken), except Latin. Lessons range from grammatical concepts such as mood, color, and money. Each lesson is associated with a particular set of exercises (listening, reading, and speaking).

The user can either change the text or image to suit the current needs and situations. With a mark or sound, the reader creates a preference menu from which choices are judged based on their logical possibility. The correct answer is kept until such time that the student realizes the logical deficiency of hisher answer. Formal grammar is a derivation of the listening exercises. Each student is allowed to participate in the activities of other students  creating a mood for cooperation. It is precisely this cooperation medium which enhances the learning process.

The direct application of this software (and the companys orbital innovations) is both broad and significant. It is broad in the sense that application can range from conceptual to macroscopic levels. It is significant because it applies from creating mental models to proving the validity of any given theory.

In general, mental models are essential guides to preserving conceptual derivations (of a particular organization). Cemento Mexicano, a cement company, relied on cooperative competition as its formal model of management. Managers are encouraged to compete with one another. By this means, innovation becomes the norm rather than the choice of organizational behavior. By innovating, the company increases its scientific conduit  advances are translated into product improvement, hence to profit. In short, the mindset of the company is oriented towards innovation, competition and profit creation.

In recent years, the company suffered setbacks because of this mode of thinking. Managers often work without the company of other managers. Regional outlets operate without the full directive of the mother company. Product development became a hasty business  improvements are made every five years. The company also lost niches in both Asia and North America. Indeed, after the crisis of 83, profit levels were down by almost 30. From a macro-perspective, one would argue that this was a market issue  that profit levels were dependent on the stability of the market. When, however, viewed from a micro-perspective, one can clearly see that it was really a general problem of mindset. Instead of focusing on cooperative innovation, the company focused on competitive innovation. While the latter is a good model for the whole market, it is not a logical model for businesses.

From the point of view of the firm, intra-organizational development can only occur through cooperative innovation. Individuals working as a team often create new developments. Learning becomes an integrated effort  as each individual contributes to group knowledge. Where does concept stand The process of learning often takes into consideration mental constructs. The way which the individual thinks is subsumed into group dynamics. The conceptual becomes realizable concept. To this, innovation becomes a cycle of development.