Abstract:When members of an organization share communication codes, coordination across subunits is easier. But if groups interact separately, they will each develop a specialized code. This paper asks: Can organizations shape how people interact in order to create shared communication codes? What kinds of design interventions in communication structures and systems are useful? In laboratory experiments on triads composed of dyads that solve distributed coordination problems, we examine the effect of three factors: tra… Show more
“…Their relevance for understanding the complexity of organizations is no longer in doubt (Zelditch 1969;Falk and Heckman 2009). Kocak and Warglien (2020) take this approach to understand how design in the form of role differentiation, subjects' social history, and transparency of communication shapes the emergence of communication codes through sensemaking (learning). Codes are (shared) associations between labels and stimuli that allow actors to convey meaning and coordinate actions (Arrow 1974).…”
Section: Mechanisms That Link Design To Emergence In Organizationsmentioning
“…Their relevance for understanding the complexity of organizations is no longer in doubt (Zelditch 1969;Falk and Heckman 2009). Kocak and Warglien (2020) take this approach to understand how design in the form of role differentiation, subjects' social history, and transparency of communication shapes the emergence of communication codes through sensemaking (learning). Codes are (shared) associations between labels and stimuli that allow actors to convey meaning and coordinate actions (Arrow 1974).…”
Section: Mechanisms That Link Design To Emergence In Organizationsmentioning
“…For scholars who study teams, the shared framework could be a transactive memory system (Lewis, 2003; Ren and Argote, 2011). For scholars who study learning, the framework could be a team code (Koçak and Warglien, 2020). Both sides agree that a shared framework facilitates coordination and learning.…”
Section: Introductionmentioning
confidence: 99%
“…Since a symbol can be described with many words and descriptions, a team must develop a shared language to distinguish the symbols and select the symbol they have in common (Clark and Wilkes-Gibbs, 1986:11; Selten and Warglien, 2007). A shared language is a team code (Koçak and Warglien, 2020) and is also a part of a transactive memory system (Moreland et al, 1996).…”
We reconcile two conflicting views of the network centralization effect on team performance. In one view, a centralized network is problematic because it limits knowledge transfer, making it harder for team members to discover productive combinations of their know-how and expertise. In the alternative view, the limits on knowledge transfer encourage search and experimentation, leading to the discovery of more valuable ideas. We maintain the two sides are not opposed but reflect two distinct ways centralization can affect a team’s shared problem-solving framework. The shared framework in our research is a shared language. We contend that team network centralization affects both how quickly a shared language emerges and the performance implications of the shared language that develops. We analyze the performance of 77 teams working to identify abstract symbols for 15 trials. Teams work under network conditions that vary with respect to centralization. Results indicate that centralized teams take longer to develop a shared language, but centralized teams also create a shared language that is more beneficial for performance. The findings also indicate that the highest performing teams are assigned to networks that combine elements of a centralized and a decentralized network.
Over the past decade, scholarly work has surged around grand societal challenges, such as climate change, public health, and poverty, often framed by the UN’s Sustainable Development Goals (SDGs). These complex and global issues demand innovative organization design solutions. The “Organizing for Good” campaign, launched by the United Nations Refugee Agency (UNHCR) and the Organizational Design Community (ODC), aims to spotlight, curate, and stimulate research and practices contributing to the SDGs. This introductory essay serves as a prologue to a special issue in the Journal of Organization Design, which closely aligned with the campaign’s objectives. It delves into the concept of organization design as a tool for addressing these challenges, viewing organization designs as problem-solving systems for collective action. Furthermore, it provides an overview of how the SDGs intersect with the scholarly community focusing on organization design, previews the content of articles featured in this special issue, and raises questions for future research.
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