Oxman Andrew D, Sackett David L, Chalmers Iain, Prescott Trine E
Norwegian Centre for Health Services Research, Pb 7004, St Olavs Plass, 0130 Oslo, Norway.
J R Soc Med. 2005 Dec;98(12):563-8. doi: 10.1177/014107680509801223.
We are sick and tired of being redisorganized.
To systematically review the empirical evidence for organizational theories and repeated reorganizations.
We did not find anything worth reading, other than Dilbert, so we fantasized. Unfortunately, our fantasies may well resemble many people's realities. We are sorry about this, but it is not our fault.
We discovered many reasons for repeated reorganizations, the most common being "no good reason". We estimated that trillions of dollars are being spent on strategic and organizational planning activities each year, thus providing lots of good reasons for hundreds of thousands of people, including us, to get into the business. New leaders who are intoxicated with the prospect of change further fuel perpetual cycles of redisorganization. We identified eight indicators of successful redisorganizations, including large consultancy fees paid to friends and relatives.
We propose the establishment of ethics committees to review all future redisorganization proposals in order to put a stop to uncontrolled, unplanned experimentation inflicted on providers and users of the health services.
我们已经厌倦了一次次的重组。
系统回顾组织理论和反复重组的实证证据。
除了《呆伯特》，我们没找到任何值得一读的东西，所以我们就幻想了一番。不幸的是，我们的幻想很可能与许多人的现实情况相似。对此我们很抱歉，但这不是我们的错。
我们发现了反复重组的许多原因，最常见的是“没有充分理由”。我们估计每年在战略和组织规划活动上花费数万亿美元，这就为包括我们在内的数十万人涉足这一行业提供了很多充分理由。热衷于变革前景的新领导者进一步助长了无休止的重组循环。我们确定了成功重组的八个指标，包括支付给亲朋好友的高额咨询费。
我们提议设立伦理委员会，以审查未来所有的重组提议，从而制止对医疗服务提供者和使用者进行的无节制、无计划的试验。
