Studies on Psychological Resistances against Organizational Change and Effective Strategies for Overcoming Resistances

组织变革的心理阻力及克服阻力的有效策略研究

• 批准号: 09610128
• 负责人: FURUKAWA Hisataka
• 金额: $ 2.05万
• 依托单位: Kyushu University
• 依托单位国家: 日本
• 项目类别: Grant-in-Aid for Scientific Research (C)
• 财政年份: 1997
• 资助国家: 日本
• 起止时间: 1997 至 1998
• 项目状态: 已结题
• 来源: https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-09610128/
• 关键词: change; psychological resistance; leadership behavior; organizational structure; implementation of change; 心理的挫抗; 組織; 制度; リーダーシップ; 変化

Very little is known about organizational members' psychological resistances (excuses for being averse) against change. This theoretical and experiential study, first, confirmed seven kinds of resistances through factor analysis. Among them, passive climate against change, busyness in daily works, and scarcity of positive incentives through change were stronger. Based on the data obtained from 54 managers and repeated at one year interval, causal effects of their perceptions of resistances existed in workplace upon their behaviors to introduce changes were analyzed. Although each resistance had some different impacts, managers who deemed resistance relatively weak become to increase their behaviors for change.Secondly, the recent trends of structural change in work organizations were explored. Survey questionnaire was asked to answer for 651 Japanese major companies. Every organization could be delineated as having three kinds of structure ; that is, "hard, " "semi-hard, " and "soft" structures. In this study, changes in "hard" structures, such as structure of business domain, organization design, personnel and reward system, were concerned. It is revealed clearly that so called "Japanese normative systems" recognized in those hard structures were under alternation Making hierarchical structure of the workshop into flat, introduction of "management by objectives"(MBO), and practices of merit based reward systems are apparently and rapidly progressing. Data showed that, if those practices are successfully accepted by employees, significant positive relationship are showed between change of hard structure and the height of organization performance level. The necessary characteristics of organizational climates (soft and semi-hard structure) which might determine the successful implementation and settlement of changes in "hard" organizational structure were also suggested

很少有人知道组织成员的心理阻力（借口是反对）的变化。本理论与实证研究，首先以因子分析法确定七种阻力。其中，应对变革的消极氛围、日常工作的忙碌以及变革带来的正向激励的稀缺性更强。以54名管理者为研究对象，以一年为间隔，分析了他们对工作场所存在的阻力的感知对其引入变革行为的因果影响。虽然每种阻力的影响不同，但认为阻力相对较弱的管理者会增加其变革行为。其次，探讨了工作组织结构变革的最新趋势。调查问卷被要求回答651个日本大公司。每一个组织都可以划分为三种结构，即“硬“、“半硬“和“软”结构。本研究关注的是业务领域结构、组织设计、人员和薪酬制度等“硬”结构的变化。这清楚地表明，在这些硬结构中所承认的所谓“日本规范体系”正在发生变化。使车间的等级结构扁平化，引入“目标管理”（MBO），并实行基于业绩的奖励制度，这是明显和迅速的进展。数据显示，如果这些实践被员工成功接受，硬结构的变化与组织绩效水平的高度之间呈现显著的正相关关系。还提出了可能决定成功实施和解决“硬”组织结构变革的组织气候（软和半硬结构）的必要特征

项目成果

Furukawa,H.: "Employee's psychological resistances and managers'behavior toward organizational change." Research Bulletin of Educational Psychology,Faculty of Education,Kyushu University. 41・1. 23-32 (1997)

Furukawa, H.：“员工对组织变革的心理阻力和管理者的行为。” 九州大学教育学部教育心理学研究报告 41・1（1997）。

Hisataka Furukawa: Establishing Principal Axis : Leadership for Creation and Change (In Japanese). Fujitsu Publishing Co., Tokyo., (1998)

Hisataka Furukawa：建立主轴：创造和变革的领导力（日语）。

古川久敬: "基軸づくり -創造と変革のリーダーシップ" 富士通ブックス, 307 (1998)

古川久隆：“为创造和变革创造核心领导力”富士通图书，307（1998）

Furukawa,H.: "Information-processing as a critical determinant of workgroups' high performance." Research Bulletin of Educational Psychology, Faculty of Education, Kyushu University. Vol.43,No.1 in press. (1999)

Furukawa,H.：“信息处理是工作组高性能的关键决定因素。”

Hisataka Furukawa: "Information-processing as a critical determinant of workgroups' high performance" Research Bulletin of Educational Psychology, Faculty of Education, Kyushu University. Vol.43, No.1 (in press). (1999)

古川久隆：“信息处理是工作组高绩效的关键决定因素”九州大学教育学院教育心理学研究通报。