This paper investigates an increasingly common public and private sector phenomenon, the �new' organisational laboratory. These carefully designed facilities are intended to offer a more controlled approach to some of the most problematic, yet crucial, organisational processes. Despite increasing popularity, the phenomenon has generated relatively little empirical or theoretical work. Analysing key literature and four case studies (corporate, academic and governmental applications), the paper develops provisional conclusions arguing that: (1) the laboratory designation is only partially appropriate because of a lack of �scientific' observation and control, and; (2) these facilities clearly offer some practical benefits to participants and their emergent properties address several of the conceptual objections to social science laboratories. Given its preliminary nature, the paper concludes with some suggestions for further work.