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Non‐participation and system dynamics
Author(s) -
Romme A. Georges L.
Publication year - 1995
Publication title -
system dynamics review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.491
H-Index - 57
eISSN - 1099-1727
pISSN - 0883-7066
DOI - 10.1002/sdr.4260110405
Subject(s) - reflexivity , dynamics (music) , power (physics) , system dynamics , public relations , management science , knowledge management , computer science , sociology , process management , political science , business , engineering , social science , artificial intelligence , pedagogy , physics , quantum mechanics
Non‐participation is currently one of the most pertinent problems confronting large organizations. The non‐participation problem is related to two untested assumptions made by the conventional wisdom of participative management: first, power is assumed to flow from top to bottom rather than the other way around and, second, participation schemes provide sufficient opportunities for worker participation. The sociocratic organization provides a participative management model derived from system dynamics concepts which challenges both assumptions. Sociocratic organizations are based on a circle structure, decision making by consent, and double linking between circules. The circular and reflexive nature of these organizations appears to open up real opportunities for participation at all levels.