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This paper reports on a real-life study in a US university. In response to financial issues, the administration at an undergraduate tuition-dependent university pushed for growth in student enrollment. The faculty, who argued that the quality of education had been declining, resisted the expansion. More students also affected the use of the university's infrastructure. By actively engaging key stakeholders, we developed a simple system dynamics model of university expansion. A major insight suggests that policy decisions made non-holistically might result in counter-intuitive outcomes that could take considerable time from which to recover. Copyright © 2016 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This article proposes a conceptual framework for dissent dynamics in organizations. We integrate the dissent expression and management framework of Kassing with the dynamic institution composition structure of Saeed and Pavlov to construct a generic model for understanding organizational dissent. Our model hypothesizes the impact of dissent accumulation on organizational dissent climate, composition, and performance. Two performance measures comprise the performance grid to describe the current state of an organization and its dissent management policies—perceived management responsiveness and organizational productivity. We argue that dissent expression, tolerance, and management policies affect whether an organization is high or low performing. The conceptual model provides a future platform for experimentation and learning by simulating different policy scenarios and their influence on the paths of change and the new homeostasis eventually achieved by the organization. [ABSTRACT FROM AUTHOR]