Participatory practices at work change attitudes and behavior toward societal authority and justice

Abstract

Generalized attitudes toward authority and justice are often conceptualized as individual differences that are resistant to enduring change. However, across two field experiments with Chinese factory workers and American university staff, small adjustments to people’s experience of participation in the workplace shifted these attitudes one month later. Both experiments randomly assigned work groups to a 20-minute participatory meeting once per week for six weeks, in which the supervisor stepped aside and workers discussed problems, ideas, and goals regarding their work (vs. a status quo meeting). Across 97 work groups and 1,924 workers, participatory meetings led workers to be less authoritarian and more critical about societal authority and justice, and to be more willing to participate in political, social, and familial decision-making. These findings provide rare experimental evidence of the theoretical predictions regarding participatory democracy: that local participatory experiences can influence broader democratic attitudes and empowerment.

Local participatory experiences can influence broader democratic attitudes and participation. Here, in two field experiments in US and China, the authors find that participatory work meetings led workers to be less authoritarian and more critical about societal authority and justice, and more willing to participate in political and social decision-making.