The Presence of Denied Processes in Organizational Decision Making: A Case Study

University of Las Vegas Nevada
Bottomley, Kevin S.
Presentation Date: 
Tuesday, February 27, 2018
Event or Conference: 
Ethnographic & Qualitative Research Conference
Presentation Type: 
Paper Presentation
Boyer's Domain: 
Presentation Attachment(s): 
Presentation Location: 
3555 Las Vegas Blvd.
Las Vegas, NV 89109
United States
The sample consists of 22 participants including C-level, senior executives, and administrative support personnel for a large nonprofit organization in the southeastern United States. The results of the study indicate that unspoken factors exist within organizations, however it is difficult to surface the unspoken factors within a group. This appears to influence the amount of information that is shared in the decision-making process. The present study is a first attempt to operationalize and study the hidden dimensions proposed by the Covert Process Model (Markshak & Katz, 2001). The research employs an inductive approach based on the assumption that some level of hidden processes occur during organizational meetings. The researcher observed two of the organization's executive level meetings, then interviewed participants.