Majority rules often lead to faster decisions, more practical decisions, and, counterintuitively, stronger consensuses. The problem with majority rules is that they introduce conflict into decision-making. But if the conflict can be moderated or managed, the result is more learning among the participants compared to consensus rules.
Published in Chapter:
Restructuring a Military Medical Department Research Center
W. F. Lawless (Paine College, USA), Joseph Wood (Fort Gordon, USA), and Hui-Lien Tung (Paine College, USA)
Copyright: © 2008
|Pages: 8
DOI: 10.4018/978-1-59904-889-5.ch148
Abstract
This case study is of a military medical department research center (MDRC) with access to advanced information systems (IS), yet struggling to determine the quality of its residents in training and their scholarly productivity (see the article on “Theory Driven Organizational Metrics” in this encyclopedia). Based on theory, this case study was guided by stories captured from MDRC in the collapse of four interdependent variables: planning, execution, resources, and time. Our primary goals for this case study were to: (1) Formulate recommendations to utilize the IS available to reduce the overall operational cost of MDRC; (2) increase the operational efficiency and growth of MDRC by enhancing its ability to attract new extramural funds; and (3) further explore the link between practice and theory. To the extent possible, all organizational names, references, and locations have been revised to fictitious ones.