Paul S. Goodman and Rangaraj Ramanujam “The Relationship Between Change Across Multiple Organizational Domains and the Incidence of Latent Errors”. The Journal of Applied Behavioral Science. Pp. 410-431
This article discusses the relationship between change across multiple organizational domains and the incidence of latent errors. Latent errors can be defined as deviations from rules and standard operating procedures that can potentially result in adverse outcomes of organizational significance. In this article, the authors went into detail explaining a study they conducted using data from internal audit reports and interviews with managers in 80 business units in a large financial institution. They had three hypotheses regarding the relationship between organizational change and latent errors, which they constructed their study around. They laid out a detailed explanation for the procedure of their study and the results that came from it. They found that after a change was in place and institutionalized, the consequences of change would affect attentional resources. The positivity or negativity also of the change affected the amount of errors that would occur after the change. If there was a positive change, there would be more attentional resources and fewer errors and if there was a negative change, there would be a drain of attentional resources and also an increase in errors. I find this to be relevant to my topic because like this study, I will be looking at changes in layout or design of music festivals and the corresponding affects those changes may have on festival goers and employees working for the festival.