Self-regulating feedback, negativity bias, and civil service reform
The literature on organizational performance and self-regulating feedback loops tends to focus on reform under-reactions. Why, despite multiple negative stimuli, do organizations fail to adapt sufficiently to reduce the gap between aspirations and achievements? Explaining the reverse situation, in which disproportionately large remedial action is undertaken in response to only slight organizational errors, usually involves entirely different ways of theorizing organization-environment relations, such as neo-institutionalist accounts of legitimacy-seeking managers.