Wilkof M, Ziegenfuss J T
School of Business, Philadelphia College of Textiles and Sciences, USA.
Health Prog. 1995 May;76(4):34-8.
The culture audit, which has five phases--needs awareness, diagnosis, planning, action, and evaluation--is a critical tool for easing cultural transformation in healthcare organizations. The objective of the audit--usually conducted by outsiders--is to help leaders better understand the current culture and adapt the culture to enhance organizational performance. Most leaders contract with an outsider to facilitate the needs exploration process, often with the guidelines of an advisory team of managers and staff. During the diagnosis phase, the audit team chooses the data-gathering methods, collects and analyzes the data, and develops a model of the culture. The third phase of the culture audit involves planning interventions. Once leaders have a clear picture of their organization's culture, they must ascertain whether the culture will enhance or impede the changes demanded by healthcare reform and an increasingly competitive environment. During the action phase, the culture begins to move toward its desired future. This transition generally requires change in all the organization's systems, including technology, structure, rewards, decision making, budgeting, and managing. Finally, the organization assesses the impact of its culture on its performance. Using the original diagnosis as a baseline and the organization performance goals, the evaluation process maps the changing culture against the benchmark beginning and the goals.
文化审计包含五个阶段——需求认知、诊断、规划、行动和评估——是推动医疗保健组织文化变革的关键工具。审计（通常由外部人员进行）的目的是帮助领导者更好地了解当前文化，并调整文化以提高组织绩效。大多数领导者会与外部人员签约以推动需求探索过程，通常会遵循由管理人员和员工组成的顾问团队的指导方针。在诊断阶段，审计团队选择数据收集方法，收集并分析数据，然后建立文化模型。文化审计的第三阶段涉及规划干预措施。一旦领导者清楚了解其组织的文化，他们必须确定这种文化会促进还是阻碍医疗改革和竞争日益激烈的环境所要求的变革。在行动阶段，文化开始朝着其期望的未来发展。这种转变通常需要改变组织的所有系统，包括技术、结构、奖励、决策、预算编制和管理。最后，组织评估其文化对绩效的影响。以最初的诊断为基线，以组织绩效目标为依据，评估过程将不断变化的文化与基准起点和目标进行对照。
