Participative Decision Making as a Method of Reducing Conflict in Defense Industry Research and Development

Abstract

The purpose of the project was to investigate the potential application of participative decision making as a means of reducing conflict. Emphasis was placed on a matrix form of program management organization in defense industry research and development. A literature survey of conflict and participative decision making was conducted and the results are summarized in the report. Nine industry program managers were also interviewed regarding these subjects. Conflict between program managers and functional personnel was found to be significant and some primary sources of this conflict included schedules and priorities. Participative decision making (PDM) may be used as a method for reducing this conflict and one structure for implementing PDM is suggested in the report. It was felt that a very important portion of the PDM process was when to use it or what situational variables should be considered. Vroom's contingency model considers these important variables and this model is recommended for use in conjunction with the PDM process. The model is summarized in the report.

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Document Details

Document Type
Technical Report
Publication Date
May 01, 1976
Accession Number
ADA032482

Entities

People

  • William L. Keeling

Organizations

  • Defense Systems Management College

Tags

Communities of Interest

  • Human Systems

DTIC Thesaurus Topics

  • Behavioral Sciences
  • Commerce
  • Defense Industry
  • Defense Systems
  • Dynamics
  • Literature
  • Literature Surveys
  • Management Personnel
  • Organizational Structure
  • Personnel Management
  • Program Management
  • Project Management
  • Psychology
  • Social Psychology
  • Statistical Analysis
  • Systems Management
  • Training

Readers

  • Organizational Process Management (OPM).
  • Organizational Psychology.