Systemic Creation of Organizational Anxiety: An Empirical Study

Inquiry into a product development organization in the semiconductor industry revealed a high level of organizational anxiety. Using causal loop diagramming in conjunction with qualitative data analysis, inside members of a research team created a map of the organization's cognitive schema (or...

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Bibliographic Details
Published in:The Journal of applied behavioral science 1997-12, Vol.33 (4), p.471-489
Main Authors: Voyer, John J., Gould, Janet M., Ford, David N.
Format: Article
Language:English
Subjects:
Anxiety
Organization Theory
Organizational behavior
Product development
Psychological aspects
Psychology
R&D
Research & development
Semiconductors
Studies
Citations: Items that this one cites
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Description
Summary:Inquiry into a product development organization in the semiconductor industry revealed a high level of organizational anxiety. Using causal loop diagramming in conjunction with qualitative data analysis, inside members of a research team created a map of the organization's cognitive schema (or collective mental model) using data obtained from informants in the organization. The map showed how the organization's use of classic defense mechanisms to control organizational anxiety instead created feedback loops that amplified it. Suggestions for controlling anxiety systemically are offered.
ISSN:0021-8863
1552-6879
DOI:10.1177/0021886397334004