Social Science

   

When Organizational Identification and Control Prevent Sharing Scientific Discovery

Authors: Jeffrey Joseph Wolynski

: A short overview of how academics control each other and some flaws induced by too much identification, control and discipline. It is argued and researched that too much of all three latter concepts can counteract the stated goals of teams in large organizations. In fact, too much identification, control and discipline reduces quality, stamps out creativity and decreases employee involvement. This can lead to peer review reinforced group think and the overall stalling of progress in science and of sharing scientific discoveries. As well it shows that resistance to discoveries is rooted in cultural norms and shared misguided definitions.

Comments: 5 Pages. 5 references, a "B-" paper

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Submission history

[v1] 2018-12-12 10:19:27

Unique-IP document downloads: 91 times

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