A Cybernetic Exploration Of The Hidden Factory
Research on the phenomenon of silence in organizations has received extensive study that takes into consideration the physiological behaviors of individuals and the impact and role of management in the formal decision-making process. However, the literature does not fully describe the adaptive characteristics of an organization engaged in a formal productivity improvement program and the beneficial role of silence. Therefore, this study filled the research gap by examining the adaptive behaviors of silence in organizations. It builds upon organizational silence research conducted by Morrison and Milliken (2000) and Morrison, Milliken, and Hewlin (2003). This study utilized a phenomenological approach grounded in both detailed empirical data and the dynamic structures found in the second-order organizational learning and cybernetic models to create a deeper understanding of the complex and dynamic behavior of silence in organizations. Applying the detailed empirical data to the dynamic structures provided a means to advance our understanding of silence in organizations and further inform how the role of silence provides an adaptive means to balance organizational change with stability.
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