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Team syntegrity and democratic group decision making: theory and practice

Author

Listed:
  • A Espinosa

    (Hull University Business School)

  • R Harnden

    (Nascent Form Ltd.)

Abstract

Stafford Beer created Team Syntegrity as a methodology for social interaction that predisposes participants towards shared agreement among varied and sometimes conflicting interests, without compromising the legitimate claims and integrity of those interests. This paper outlines the methodology and the underlying philosophy, describing several applications in a variety of countries and contexts, indicating why such an approach causes us to re-think more traditional approaches to group decision processes, and relating Team Syntegrity to other systems approaches.

Suggested Citation

  • A Espinosa & R Harnden, 2007. "Team syntegrity and democratic group decision making: theory and practice," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(8), pages 1056-1064, August.
    • Handle: RePEc:pal:jorsoc:v:58:y:2007:i:8:d:10.1057_palgrave.jors.2602261
    DOI: 10.1057/palgrave.jors.2602261
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    References listed on IDEAS

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    1. L White, 2002. "Size matters: large group methods and the process of operational research," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 53(2), pages 149-160, February.
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    Cited by:

    1. Natalia Martín‐Cruz & Víctor Martín‐Pérez & Jose Manuel Pérez‐Ríos & Iván Velasco‐Jiménez, 2014. "Team Syntegrity® as a Tool for Efficient Teamwork: An Experimental Evaluation in a Business Simulation," Systems Research and Behavioral Science, Wiley Blackwell, vol. 31(2), pages 215-226, March.

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