Abstract
Inquiry into a product development organization in the semiconductor industry revealed a high level of organizational anxiety. Using causal loop diagramming in conjunction with qualitative data analysis, inside members of a research team created a map of the organization's cognitive schema (or collective mental model) using data obtained from informants in the organization. The map showed how the organization's use of classic defense mechanisms to control organizational anxiety instead created feedback loops that amplified it. Suggestions for controlling anxiety systemically are offered.
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