Abstract
This article reports on a study investigating the effect of procedural structure on work group interaction and performance. Twelve existing work groups representing six different organizations performed a process improvement exercise. Study results indicate that procedural structure increased equality of participation of work group members by reducing the overall comment level within the groups. Work groups did not perceive any differences in work group processes; however, objective measures indicated a significant change in equality of participation. A model linking work process variables and work group performance was identified. Anonymity was an important factor in evaluating sensitive issues.
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