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- catalog abstract "This paper identifies behavioral mechanisms that give rise to self-fueling spirals in social systems. In particular, the potential for work teams to exhibit increasing effectiveness or ineffectiveness is explored, focusing on the mechanisms through which shared perceptions shape behaviors that lead to desired or undesired outcomes and through which these outcomes reinforce the perceptions and behaviors that gave rise to them. Revisiting Theory of Action, the paper suggests mechanisms that may account for spiraling patterns in work teams. The resulting analysis suggests that spirals of effectiveness and ineffectiveness are not symmetrical, inverse patterns. Instead, ineffectiveness spirals are self-fueling "positive feedback loops" and effectiveness spirals are self-correcting "balancing loops," employing the terminology of system dynamics. The implications of this asymmetry are that team learning and "continuous improvement" are fragile, easily disrupted, while ineffectiveness in work teams is likely to be a robust condition.".
- catalog contributor b10260499.
- catalog created "1997.".
- catalog date "1997".
- catalog date "1997.".
- catalog dateCopyrighted "1997.".
- catalog description "Includes bibliographical references (p. 22-24).".
- catalog description "This paper identifies behavioral mechanisms that give rise to self-fueling spirals in social systems. In particular, the potential for work teams to exhibit increasing effectiveness or ineffectiveness is explored, focusing on the mechanisms through which shared perceptions shape behaviors that lead to desired or undesired outcomes and through which these outcomes reinforce the perceptions and behaviors that gave rise to them. Revisiting Theory of Action, the paper suggests mechanisms that may account for spiraling patterns in work teams. The resulting analysis suggests that spirals of effectiveness and ineffectiveness are not symmetrical, inverse patterns. Instead, ineffectiveness spirals are self-fueling "positive feedback loops" and effectiveness spirals are self-correcting "balancing loops," employing the terminology of system dynamics. The implications of this asymmetry are that team learning and "continuous improvement" are fragile, easily disrupted, while ineffectiveness in work teams is likely to be a robust condition.".
- catalog extent "30 p. :".
- catalog isPartOf "Working paper (Harvard University. Graduate School of Business Administration. Division of Research) ; HBS 97-068.".
- catalog isPartOf "Working paper / Division of Research, Harvard Business School ; 97-068".
- catalog issued "1997".
- catalog issued "1997.".
- catalog language "eng".
- catalog publisher "[Boston] : Division of Research, Harvard Business School,".
- catalog title "Asymmetrical amplification in social systems : the "poor get poorer" but the rich don't always get richer in work teams / Amy C. Edmondson.".
- catalog type "text".