Backer T E
Human Interaction Research Institute, Northridge, CA 91330, USA.
Hosp Health Serv Adm. 1997 Fall;42(3):433-59.
Transformational change interventions often fail or short fall of their intended impact on organizations and systems. One main reason is that these interventions frequently do not strategically address the complex human dynamics of change. This happens despite awareness of and commitment to intervening at this level by top management and change leaders. The wisdom that "systems don't change; people change" is widely acknowledged but inadequately applied. These are exactly the conditions the U.S. Department of Veterans Affairs (VA) faces in deploying its new Veterans Integrated Services Networks (VISNs). Applying validated behavioral science strategies that address the human side of change will help VA implement VISNs effectively. Six strategies derived from many years of study and practice in the public and private sectors are discussed, along with suggestions for VISN managers about how to implement them.
变革性变革干预措施往往无法达到预期效果，或在对组织和系统的影响上大打折扣。一个主要原因是，这些干预措施常常未能从战略上应对变革中复杂的人际动态。尽管高层管理人员和变革领导者意识到并致力于在这一层面进行干预，但这种情况仍时有发生。“系统不会改变；人会改变”这一观点已广为人知，但却未得到充分应用。美国退伍军人事务部（VA）在部署其新的退伍军人综合服务网络（VISNs）时，恰恰面临着这些情况。应用经过验证的行为科学策略来应对变革中的人性因素，将有助于VA有效实施VISNs。本文讨论了从公共和私营部门多年研究与实践中得出的六种策略，以及为VISN管理人员提供的关于如何实施这些策略的建议。
