This mini review aims at summarizing the current state-of-the-art of empirical unlearning and intentional forgetting (U/IF) research at the individual, team, and organizational level. It adds to an ...earlier review and incorporates 31 recent studies from 2019 to 2022. The review reveals that predictors based on the organization's adaptation context (e.g., competitive intensity), organization level (e.g., leadership exploration activities), individual task-related (e.g., features of the routines changed), and person-related level (e.g., cognitive control strategies) variables relate to process variables, such as the type of U/IF, the U/IF content (e.g., success beliefs or failure beliefs), and information processing variables (e.g., team information processing). The outcome variables are at the organizational level (e.g., cross-boundary innovation), team level performance level, the individual task performance level (e.g., errors), and person-related level (e.g., self-esteem). The analyzed studies at the team and organizational levels preferred cross-sectional study designs or in-depth qualitative methods, which severely limits the possibility of making causal statements. In contrast, at the individual-level studies use longitudinal designs as well to make temporal aspects of U/IF visible. But these individual level results are limited in terms of their generalizability to other levels. Even though all studies make valuable contribution to the understanding of antecedents and outcomes of U/IF, the temporal and process-related aspects of how U/IF unfolds at the different levels and subsequent options for its deliberate facilitation remain empirically little elaborated. It is proposed that in addition to studying the antecedents and consequences of U/IF in cross sectional designs, the topic needs more longitudinal designs to capture the nature of the U/IF processes in organizations.
To cope with the already large, and ever increasing, amount of information stored in organizational memory, "forgetting," as an important human memory process, might be transferred to the ...organizational context. Especially in intentionally planned change processes (e.g., change management), forgetting is an important precondition to impede the recall of obsolete routines and adapt to new strategic objectives accompanied by new organizational routines. We first comprehensively review the literature on the need for organizational forgetting and particularly on accidental vs. intentional forgetting. We discuss the current state of the art of theory and empirical evidence on forgetting from cognitive psychology in order to infer mechanisms applicable to the organizational context. In this respect, we emphasize retrieval theories and the relevance of retrieval cues important for forgetting. Subsequently, we transfer the empirical evidence that the elimination of retrieval cues leads to faster forgetting to the forgetting of organizational routines, as routines are part of organizational memory. We then propose a classification of cues (context, sensory, business process-related cues) that are relevant in the forgetting of routines, and discuss a meta-cue called the "situational strength" cue, which is relevant if cues of an old and a new routine are present simultaneously. Based on the classification as business process-related cues (information, team, task, object cues), we propose mechanisms to accelerate forgetting by eliminating specific cues based on the empirical and theoretical state of the art. We conclude that in intentional organizational change processes, the elimination of cues to accelerate forgetting should be used in change management practices.
Complex problem solving is challenging and a high-level cognitive process for individuals. When analyzing complex problem solving in teams, an additional, new dimension has to be considered, as ...teamwork processes increase the requirements already put on individual team members. After introducing an idealized teamwork process model, that complex problem solving teams pass through, and integrating the relevant teamwork skills for interdependently working teams into the model and combining it with the four kinds of team processes (transition, action, interpersonal, and learning processes), the paper demonstrates the importance of fulfilling team process demands for successful complex problem solving within teams. Therefore, results from a controlled team study within complex situations are presented. The study focused on factors that influence action processes, like coordination, such as emergent states like collective orientation, cohesion, and trust and that dynamically enable effective teamwork in complex situations. Before conducting the experiments, participants were divided by median split into two-person teams with either high (
= 58) or low (
= 58) collective orientation values. The study was conducted with the microworld C3Fire, simulating dynamic decision making, and acting in complex situations within a teamwork context. The microworld includes interdependent tasks such as extinguishing forest fires or protecting houses. Two firefighting scenarios had been developed, which takes a maximum of 15 min each. All teams worked on these two scenarios. Coordination within the team and the resulting team performance were calculated based on a log-file analysis. The results show that no relationships between trust and action processes and team performance exist. Likewise, no relationships were found for cohesion. Only collective orientation of team members positively influences team performance in complex environments mediated by action processes such as coordination within the team. The results are discussed in relation to previous empirical findings and to learning processes within the team with a focus on feedback strategies.
This paper develops a theoretical foundation to describe and explain impediments to organizational learning (OL). Based on the expanded 4I model (Crossan et al. 1999. Academy of Management Review, ...24, 522–537), which was further developed by Lawrence et al. (2005. Academy of Management Review, 30, 180–191), different learning barriers are categorized and discussed with regard to factors complicating or impeding OL. Finally, the paper analyses the impact of particular barriers on different kinds of organizational units, the relationship between OL barriers, single‐loop and double‐loop learning, as well as typical combinations of barriers and their respective impact on organizational performance.
Slip, trip, and fall (STF) accidents cause high rates of absence from work in many companies. During the 2022 reporting period, the German Social Accident Insurance recorded 165,420 STF accidents, of ...which 12 were fatal and 2485 led to disability pensions. Particularly in the traffic, transport and logistics sector, STF accidents are the most frequently reported occupational accidents. Therefore, an accurate detection of near-falls is critical to improve worker safety. Efficient detection algorithms are essential for this, but their performance heavily depends on large, well-curated datasets. However, there are drawbacks to current datasets, including small sample sizes, an emphasis on older demographics, and a reliance on simulated rather than real data. In this paper we report the collection of a standardised kinematic STF dataset from real-world STF events affecting parcel delivery workers and steelworkers. We further discuss the use of the data to evaluate dynamic stability control during locomotion for machine learning and build a standardised database. We present the data collection, discuss the classification of the data, present the totality of the data statistically, and compare it with existing databases. A significant research gap is the limited number of participants and focus on older populations in previous studies, as well as the reliance on simulated rather than real-world data. Our study addresses these gaps by providing a larger dataset of real-world STF events from a working population with physically demanding jobs. The population studied included 110 participants, consisting of 55 parcel delivery drivers and 55 steelworkers, both male and female, aged between 19 and 63 years. This diverse participant base allows for a more comprehensive understanding of STF incidents in different working environments.
Task allocation is immensely important when it comes to designing human–robot interaction (HRI), but although it is the shaping part of the interaction, it is merely regarded as a process with its ...own effects on human thinking and behavior. This study aims at linking research from different fields like psychological theory, HRI and allocation optimization to create a new process model of
ad hoc
task allocation in human–robot interaction. It addresses the process characteristics and psychological outcomes of a real-time allocation process that integrates the worker. To achieve this, we structured the process into steps and identified relevant psychological constructs associated with them. The model is a first step toward ergonomic research on the self-organized allocation of tasks in HRI, but may also be an inspiration for practitioners designing HRI systems. To create successful work in HRI, designing the technology is an important foundation, but a participative, thought-out process for allotting tasks could be the key to adequate autonomy, work satisfaction and successful cooperation.
When an organization’s management creates a goal conflict between workplace safety and the profitability of the organization, workers perceive work-safety tension. This leads to reduced ...safety-related behavior, culminating in higher rates of occupational injuries. In this study, we explored design components of behavior-based safety programs: audit results and process communication, reward and punishment, and the framing of production goals as gains or losses. This allowed us to directly observe the effects of the goal conflicts and of the countermeasures that we designed in this study. We examined the perceived work-safety tension using a simulated water treatment plant in a laboratory study with 166 engineering students. Participants had the task of conducting a start-up procedure. The operators’ goal conflict was created by a choice between a safe and mandatory (less productive) procedure and an unsafe and forbidden (more productive) one. As participants were told that their payment for the study would depend on their performance, we expected that rule violations would occur. We found acceptance of measures and their design as important for rule related behavior. Work-safety tension emerged as a strong driver for violating safety rules. We conclude that safety incentive programs can become ineffective if goal conflicts create work-safety tension.
As financial incentive schemes have the tendency to increase risky behavior, we analyzed their effect on rule-related behavior in a safety-critical task. We compared risky behavior (in terms of the ...amount of rule violations) between three payment condition: continuous, up-front, and bonus pay. Fifty-nine participants were trained as production personnel to conduct a start-up procedure of a simulated wastewater treatment plant, representing a high reliability organization. During the 5-h experimental study, risky behavior could have been applied 48 times while building a simulated production year. The results show that the conditions with an incentive scheme (up-front and bonus pay) led to significantly more rule violations than the condition with continuous payment without an incentive scheme. Our study highlights the general increased risk effect of incentive schemes and provides a starting point for industries to assess their implicit and explicit incentive schemes.
Flight safety is consistently influenced by pilots’ self-inflicted incidents in routine flight operations. For airlines, pilots’ reports on these incidents are essential input to learn from incidents ...(LFI) and for various safety management processes. This paper aims to explain the voluntary reporting behavior of pilots’ self-inflicted incidents from an occupational safety perspective. We investigate how the relation between pilots’ safety citizenship behavior (SCB) and reporting behavior is moderated by pilots’ fear, shame, goals, and goal-striving when reporting, as well as the influence of a just culture on the decision to report incidents. In total, 202 German commercial pilots participated in an online survey. The results showed that reporting behavior can be considered a specific form of self-intentional SCB, but should be differentiated into subtypes depending on a pilot’s unsafe acts (errors or violations) that caused the incident. Reporting behavior-specific motivational factors influenced different subtypes of reporting behavior: Just culture moderated a positive relation between SCB and reported incidents caused by violations. Moreover, depending on the subtype of reporting behavior, the relation was moderated by different types of goals in relation to the pilots. No moderating effects of fear or shame could be demonstrated. Our findings highlight the value of a just culture for encouraging goal-oriented reporting behavior in the context of LFI and safety management.
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