That makes me think:
- What increases or decreases the time spent on agreeing this mutually shared hallucination?
- What would even be a reasonable amount, e.g. as a percentage of effort spent on organizational affairs?
- How does agreeableness of or dissent on that shared hallucination influence organizational performance and stability?
- In hierarchical structures: Is the level of trust between regular members and members in authority related to the time spent on that negotiation?
- Is there a correlation between the time spent negotiating and different forms of collaboration, e.g. push or delegating in chains of authority as opposed to pull participation (Kanban)?
- Particularly: Does the ratio of time spent on negotiation per number of interactions grow bigger or smaller with pull methods, and how does it relate to productivity?
- Many levels of hierarchy tend to distort communication from the bottom to the top. On every level (C-level, Tier 2, 3-Management, employees) do specific attributes exist that characterize the negotiation on that particular level?
- Does chain of authority management accept a higher degree of negotiating activity (maybe even neglect it) as a tolerated trade-off to reinforcing authority (parole vs. transparency)?
Tons of questions ...
Weick, K. E. (1995). Der Prozeß des Organisierens [Social Psychology of Organizing]. Frankfurt am Main: Suhrkamp. ISBN: 3-518-06039-2