English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Plus monthly

Global: Zendy Tools annual

Global: Zendy Tools monthly

Global: Zendy Free Plan

Coordinated human behaviour takes place within a diverse range of socialorganisational structures, which can be thought of as power structures with"managers" who influence "subordinates". A change in policy in one part of theorganisation can cause cascades throughout the structure, which may or may notbe desirable. As organisations change in size, complexity and structure, thesystem dynamics also change. Here, we consider majority rule dynamics onorganisations modelled as hierarchical directed graphs, where the directededges indicate influence. We utilise a topological measure called the trophicincoherence parameter, q, which effectively gauges the stratification of powerstructure in an organisation. We show that this measure bounds regimes ofbehaviour. There is fast consensus at low q (e.g. tyranny), slow consensus atmid q (e.g. democracy), and no consensus at high q (e.g. anarchy). Theseregimes are investigated analytically, numerically and empirically with diversecase studies in the Roman Army, US Government, and a healthcare organisation.Our work demonstrates the usefulness of the trophic incoherence parameter whenconsidering models of social influence dynamics, with widespread consequencesin the design and analysis of organisations.

Organisational Social Influence on Directed Hierarchical Graphs, from Tyranny to Anarchy