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Simulation Structure and Attitude Change in a High Technology Culture

In: Global Interdependence

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  • T. R. Schumacher

    (Portland State University, Systems Science PhD Program)

Abstract

The organizational culture of a software engineering firm was studied to discover inconsistencies between the existing culture and expressed ideals. The gap between existing and ideal was measured using an attitude questionnaire drawn from statements made during interviews with employees. A simulation game was created to induce attitude change toward the ideals. Subjects sequentially experienced two contrasting simulated cultures as they made decisions as a department manager in a computerized business simulation. The simulation is written in HyperCard and each subject made decisions on a Macintosh computer. The subjects participated in four—person teams, whose computers were linked and shared data. During the ten training classes, 122 employees attended one class and played one of three simulation versions. A control group of 42 people, and 97 of the 122 who played the simulation, completed pre- and post-simulation questionnaires. There was extensive attitude change in the treatment groups.

Suggested Citation

  • T. R. Schumacher, 1992. "Simulation Structure and Attitude Change in a High Technology Culture," Springer Books, in: David Crookall & Kiyoshi Arai (ed.), Global Interdependence, pages 165-172, Springer.
    • Handle: RePEc:spr:sprchp:978-4-431-68189-2_20
    DOI: 10.1007/978-4-431-68189-2_20
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