Model Monopoly and Communication: Systems Theoretical Notes On Democratization

Abstract

Strategies of democratization in societal and organizational contexts that are aimed at reducing the influence gap merely through increased opportunities for communi cation are critized. As an alternative to the power-through-communication para digm, which such strategies seem to be based upon, a power-through-model paradigm is suggested: Models are required in order to utilize information offers and exert and withstand influence. This is illustrated by contrasting the operations of two systems, one of which lacks model resources and thus is completely dependent upon external feedback. The other system may carry out internal trials through simulation, and strengthen its model power through comparisons between real and simulated outcomes. If a model-strong actor and model-weak actor are coupled in an open information exchange system, the former may be expected to gradually increase his control of the other actor. Offers of information are useful only to the extent that there is model capacity for processing the information offered. Thus a successful transition in the name of democratization to a more open communi cation structure may freeze - or even increase - the influence gap. Independent development of system model resources among the less influentials is required.

The relationship of action research to human-computer interaction

“…Academic researchers are skilled in arguing their points, have deeper knowledge of the research literature than community partners, and carry with them innate status. Thus, they must be careful of "model monopoly" [Braten 1973], in which the professional researcher dominates the conversation. It is important during evaluation as much as at any point in an AR project to remember that the researcher should act as facilitator for a team not leader of a project and ensure that all of the perspectives are represented in the evaluation and analysis.…”

“We put teamwork back on the agenda again and again”

“…One way of interpreting this finding is that the first review done in the joint group serves as a common "model" of teamwork. There is no signs of any attempt to challenge the notion of "teamwork" as autonomous teams with responsibility and connected to values of industrial democracy, serving as an example of a "model monopoly" (Braten, 1973). This is an interesting point of reflection, which highlight the importance for a union to be involved when new organizational practices are introduced in order to have an influence.…”

Scaling Participation - What Does the Concept of Managed Communities Offer for Participatory Design?

“…We need to ask: Managed, by whom and with what interest? If the power gap between the organisers and the participants is too big, managed communities will not support shared decision-making and rather strengthen the actor in power [5].…”