Steve writes:
< What Marcus references as "gelling" and "need for social order" strikes
me as superficial goals which are emergent properties, not sufficient
pre-conditions. My experience with overly formal organizations is that
they tend to try to enforce those things, losing track of why they can
be useful and how to make sure you obtain enough of them. >
I suppose it is possible that people infer that consensus-building is expected
of them and so they do it.
My hypothesis was not that, rather that it is really baked into personality.
My evidence is incomplete, but if you are at an organization with tenured
people that aren't at any significant risk from demonstrating pushback, and
they never pushback, it may be because 1) they are ambitious and think that
their blind compliance will result in their escalation in the organization (in
contrast to fear of punishment which is implausible), or 2) it is their
preference to seek consensus even if there is no grounded basis for it or
functional harm caused by is absence.
Marcus
============================================================
FRIAM Applied Complexity Group listserv
Meets Fridays 9a-11:30 at cafe at St. John's College
to unsubscribe http://redfish.com/mailman/listinfo/friam_redfish.com
archives back to 2003: http://friam.471366.n2.nabble.com/
FRIAM-COMIC http://friam-comic.blogspot.com/ by Dr. Strangelove
