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

David Tegarden (), Linda Tegarden, Wanda Smith and Steve Sheetz
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David Tegarden: Virginia Tech
Linda Tegarden: Virginia Tech
Wanda Smith: Virginia Tech
Steve Sheetz: Virginia Tech

Group Decision and Negotiation, 2016, vol. 25, issue 1, No 1, 29 pages

Abstract: 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.

Keywords: Anonymity; Cognitive factions; Organizational power; Participative strategic planning; Group support systems (search for similar items in EconPapers)
Date: 2016
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DOI: 10.1007/s10726-015-9430-1

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