Difference between revisions of "Coercive (glossary)"
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====Source(s)==== | ====Source(s)==== | ||
| − | Jackson, M. 2003. Systems Thinking: Creating Holisms for Managers. Wiley | + | Jackson, M. 2003. ''Systems Thinking: Creating Holisms for Managers.'' Chichester, UK: Wiley. |
===Discussion=== | ===Discussion=== | ||
Revision as of 13:42, 14 September 2011
A problem situation in which the participants "have few interests in common and, if free to express them, would hold conficting values and beliefs. Compromise is not possible and so no agreed objectives direct action. Decisions are taken on the basis of who has most power and various forms of coercion employed to ensure adherence to commands." (Jackson 2003, p. 19)
Source(s)
Jackson, M. 2003. Systems Thinking: Creating Holisms for Managers. Chichester, UK: Wiley.
Discussion
Jackson is considered an expert in this area.