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Group Decision and Negotiation

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22.01.2015

De-Fusing Organizational Power Using Anonymity and Cognitive Factions in a Participative Strategic Planning Setting

verfasst von: David Tegarden, Linda Tegarden, Wanda Smith, Steve Sheetz

Erschienen in: Group Decision and Negotiation | Ausgabe 1/2016

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Abstract

When an organization is facing disruptive change or the need for new capabilities to fit new conditions, the creation of a democratic strategic plan can be useful. However, strategic plans typically only reflect the beliefs and values of their architects; not all stakeholders. To include the beliefs of all stakeholders requires a participative environment. Due to the potential deleterious effects that organizational power may have in a participative setting, anonymity and cognitive factions is proposed to reduce the possible negative effects associated with power in a participative strategic planning setting. Group support systems have been shown to protect relationships and retain the social order in these settings. In this specific case, through the use of a group support system that supports anonymity and cognitive faction identification, we found that the sources of power typically found and used to drive group decisions in an academic setting did not drive the content of the strategic plan.

Nächster Artikel (Un)expected Bidder Behavior in Spectrum Auctions: About Inconsistent Bidding and Its Impact on Efficiency in the Combinatorial Clock Auction

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The strategic planning committee, not the researchers, identified the 310 elements of the plan.

Given the way in which we are calculating the influence values, great care should be taken in interpreting these percentages; it is better to simply use them as “ballpark” or qualitative estimates. For example, we feel comfortable in stating that the Chaired-High Power (26 %) subgroup had less influence than either the Senior-Moderate Power (39 %) or Junior-Low Power (35 %) subgroups. But, given the relatively small difference between the Senior-Moderate Power and Junior-Low Power subgroups, it is questionable whether they are really different.

As in the previous influence value computations, great care should be taken in interpreting these percentages; it is better to simply use them as “ballpark” or qualitative estimates.

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Titel: De-Fusing Organizational Power Using Anonymity and Cognitive Factions in a Participative Strategic Planning Setting
verfasst von: David Tegarden
Linda Tegarden
Wanda Smith
Steve Sheetz
Publikationsdatum: 22.01.2015
Verlag: Springer Netherlands
Erschienen in: Group Decision and Negotiation / Ausgabe 1/2016
Print ISSN: 0926-2644
Elektronische ISSN: 1572-9907
DOI: https://doi.org/10.1007/s10726-015-9430-1

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