There has been an increased interest in teams and empowerment of working groups in management literature yet some researchers note that little has been done to define and analyse the critical factors that explain the variations of their performances as well as the participation progamme itself. This paper presents an initial investigation of the interfacing factors in participation, and its construct, motivation. The system archetypes in the participation system are first developed using recognized relationships in social science literature. Their corresponding balancing loops are later inferred largely from conflicting accounts and observations of the participating process. Some of the basic loops that are presented include the Organizational Improvement Loop, the Worker Environment Loop, the Tug-o-War Control Loop and the contribution sharing Loop. A simulation model of the Organizational Improvement Loop is then presented with its results.

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Date created

• 1994

Type

• Document

Processing Activity

• Processing documentation available at: https://wiki.albany.edu/display/SCA/Processing+Ingested+Digital+Files

License

• Creative Commons BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International

  
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fe35db792b573af835d96e6eba4759cd

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Part of

c060552994c1527f70693734935660f1

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Part of

23d738ba88f8333bc39725f9cb5bd0b8

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Collection

System Dynamic Society Records

Scope and Contents

Collecting area

• This collection is part of the University Archives