Health Prog. 1995 Mar;76(2):20-4, 48.
It is crucial, in an era of healthcare mergers and acquisitions, that leaders understand organizational culture and the role it plays in major transitions. Research indicates that organizational factors can lead to either the success or failure of a major change. Too many failed mergers testify to the fact that cultures sometimes collide, rather than coalesce. Culture is the human dimension of an organization. Anytime an organization makes a major change, some of its employees will experience the change as chaos. But chaos is not necessarily a bad thing. It can free people from the constraints of the past, enabling them to create new structures. But, for this to happen, leaders must help employees separate essential from peripheral matters and specify their common values and beliefs. Good leaders are vital for change as significant as an acquisition or a merger. They may want to begin with assessments of their respective cultures. They will certainly give employees an opportunity to express their sense of loss. As early in the process as possible, they should create communications mechanisms that involve employees in the change process and share vision and values. And leaders should share themselves, both their strength and vulnerability, so that employees can see change as something all are experiencing together.
在医疗保健并购的时代，领导者理解组织文化及其在重大转型中所起的作用至关重要。研究表明，组织因素可能导致重大变革的成功或失败。太多失败的并购证明了这样一个事实，即文化有时会发生冲突，而不是融合。文化是一个组织的人文层面。每当一个组织进行重大变革时，一些员工会将这种变革体验为混乱。但混乱不一定是坏事。它可以使人们摆脱过去的束缚，使他们能够创造新的结构。但是，要实现这一点，领导者必须帮助员工区分重要事务和次要事务，并明确他们共同的价值观和信念。对于像收购或合并这样重大的变革而言，优秀的领导者至关重要。他们可能想从评估各自的文化开始。他们肯定会给员工一个表达失落感的机会。在尽可能早的阶段，他们应该建立沟通机制，让员工参与变革过程，并分享愿景和价值观。而且领导者应该展现自己，包括他们的优点和弱点，以便员工能够将变革视为所有人共同经历的事情。
