{'fraction_non_alphanumeric': 0.03648269410664172, 'fraction_numerical': 0.0, 'mean_word_length': 5.149425287356322, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Learning-by-participating in Decision-making

A central tenet of work in the Carnegie School tradition is the notion of “learning-by-doing”– organizations learn over time through feedback. In this paper we argue that the learning-by-doing account overlooks the fact that an organization’s decision-making structure is often participatory–i.e., organizational decisions often involve multiple individuals aggregating opinions through a process such as voting. In such contexts, individuals in the organization do not themselves learn-by-doing. Rather, when participating in the decision, they may vote for an alternative that is different from the one eventually selected by the organization. A key consequence of this is that these individual participants do not always receive feedback on their own choices; rather, they receive feedback on the choice made by the organization. We call this “learning-by-participating,” and we seek to understand the implications of this form of learning by comparing it to learning-by-doing, where an individual in the organization...