Business firms play an increasingly influential role in contemporary societies, which has led many scholars to return to the question of the democratisation of corporate governance. However, the possibility of democratic deliberation within firms has received only marginal attention in the current debate. This article fills this gap in the literature by making a normative case for democratic deliberation at the workplace and empirically assessing the deliberative capacity of self-organised teams within business firms. It is based on sixteen in-depth interviews in six German firms which practice various forms of self-organised teamwork. The article argues that self-organised teamwork can create a space for authentic, inclusive, and consequential deliberation by suspending authoritarian control structures within business firms. Finally, the article proposes the consideration of firms not only as necessary parts of a larger deliberative system but also as deliberative systems in themselves.

This article argues for the assessment of deliberative mini-publics as a dynamic part of a wider deliberative system. The approach draws primarily on Dryzek’s (2009) deliberative capacity building framework, which describes the democratic process as ideally involving authentic deliberation, inclusiveness in the deliberative process, and consequentiality or deliberation’s influence on decisions as well as positive impact on the system. This approach is illustrated using the comparative assessment of two mini-public case studies: the Australian Citizens’ Parliament and Italy’s Iniziativa di Revisione Civica (Civic Revision Initiative). The application of deliberative capacity as a standard for evaluating mini-publics in systemic terms reveals differences between the cases. The deliberative capacity of both cases overlap, but they do so for different reasons that stem from the interconnections between their specific designs and other components of the deliberative system.