Conflict of Perceptual Complexity Dr John H.S. Craig.
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Transcript of Conflict of Perceptual Complexity Dr John H.S. Craig.
Conflict of Perceptual Complexity
Dr John H.S. Craig
the research
all the managers in 13 large factories:
7 in China
5 in Poland
1 in Lithuania
the data
• 20 item Likert questionnaire
• expert benchmarking for each question
• formal interviews with 13 top managers
• informal interviews with other
managers
managers
hierarchies
air pollution
operatives
social cultures
national culture
ISO14001 affects
physical environment inside factory
knowledge
perceived realities
training
ground contamination
THE FACTORY CULTURE
(true) physical environment
outside factory
river pollution
groundwater contamination
communication
mgt. hierarchy
job boundaries
business rules
production dominance
no LCC language
interactive variables at factories
a selection of the variables
no LCC
social class
language empirical reality
perceived reality
mgt hierarchy
job boundaries
core peer groups
no LCC L H H H H H H
social class L H N M H H M
language H H H H H M M
empirical reality H H H L H H L
perceived reality H H H L H H H
mgt hierarchy H H H L L H M
decisions H M M L H H H M
job boundaries H M N M L H N
core peer groups H L L N H L L
Table 1 Interactions between researched variables
socio-cultural groups – core or fringe membership
• ideational coherent groups
• informal coherent groups
• informal differentiated groups
• fragmented groups
• fringes and token memberships
0 5 100
5
10communication is good
perception strength of feeling 0-10
Don
ggua
n P
rovi
nce
10
0
B17q
C17q
100 q
0 5 100
5
10Communication is good
strength of feeling 0-10
Po
lan
d7
0
J17 q
N17 q
100
2
q
human characteristics
• perceptions
• interpretations
• beliefs
• values
• imaginary realities
• conformity or conflict
• contingent actions
decision variables
• locational realities
• temporal realities
• meaningful communication
• incoherent communication
• motivation
• fear and revolt
• self-interest
inter-relational decision map
organization boss peers patch wars job security personal mores
perceptions
conceptions problem
perception
indeterminate utility
reasoning
beliefs
multi cultural arena
tacit knowledge,
habit, auto-response
vacillating preference
emotions
reasoning
emotions A B
decision consequences
means alternatives
DECISION
attitude desires
interactions
pass to boss
avoid decision
evasive behaviour
matrix relationships
C C
fringe dynamics
• individualistic mores
• token core-group memberships
• antithetic drivers
• different beliefs and values
• different or aberrant realities
• subjective cognitive models
changing situations
• China – rapid expansion, de-skilling
• Poland – rapid retrenchment, redundancy
• market threats and opportunities
• behaviour changes
• value changes
• language changes
• learned meanings & interpretations
linguistic variables
• social class
• education
• social peer groups
• factory peer groups
• management peer groups
• interface communication
• irrationalities
conflicts and contexts
• profit v. commons (resources)
• production v. environment (output)
• resources v. waste (material)
• design v. sustainability (process)
• space v. commands (management)
• dominant ideologies (culture)
societal drivers for conflict
• international• national • global market• society• community• family• factory• socio-cultural groupings
mediation of decisions
• China: fear of job loss
• Poland: fear and punishment culture
• job boundary restriction
• decision risk
• space
• understanding
contexts of dominance
• leadership style
• personal relationships
• language
• symbols
• meaning
contexts of language
• imagined-reality based meanings
• societal based meanings
• situation based vagueness
• deliberate or hapless ambiguity
• situation
• cross-cultural misunderstanding
• cognition barriers
summing up
• there are many variables• there is very little commonality of
perceptions• less commonality = ambiguity of decisions • fragmented realities = multiple complexities• imaginary realities = little predictability• little predictability = unbounded complexity• unbounded complexity = likely conflict
thank you for listening
QUESTIONS!