Inertial Forces and the Implementation of a Socio-Technical Systems Approach: A Communication Study

Abstract

Borrowing from population ecology, this study examined the potential effects of organizational inertia on the implementation of a socio-technical systems (STS) philosophy in five manufacturing plants. Plant history (conversion from a hierarchical system as opposed to STS from start-up) and plant manager style (autocratic as opposed to participative) were posed as potential sources of inertia. As counterproductive inertial forces, a conversion plant history and an autocratic plant manager style were hypothesized to be associated with less participative communication between lower level managers and subordinates in the plants. Using a coding scheme to analyze and compare actual work interactions, we found that when both inertial forces were present, participation between manager and subordinates as equals was less (i.e., there were fewer challenges by subordinates of managers’ statements, more manager led discussion, and more subordinate approval seeking). When these inertial forces were absent, subordinates assumed a more assertive, equal role in communication. Subordinates challenged manager assertions, more often led discussion that was copied by the manager, and experienced fewer control attempts by the manager in discussions led by the subordinate. The implications of these findings for advancing our understanding of population ecology dynamics within the firm are discussed. Links between population ecology, communication patterns, and organizational change are also addressed.

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