طراحی الگوی شکلگیری پدیده اسکیزوفرنی سازمانی با روش TISMفازی
محورهای موضوعی : مدیریت(منابع انسانی)
علی شریعت نژاد
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زینب صفری احمدوند
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سیده مریم موسوی
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1 - استادیار گروه مدیریت بازرگانی، دانشگاه لرستان، خرم آباد، ایران
2 - دانش آموخته کارشناسی ارشد مدیریت بازرگانی، دانشگاه لرستان، خرم آباد، ایران
3 - دانش آموخته کارشناسی ارشد مدیریت بازرگانی، دانشگاه لرستان، خرم آباد، ایران
کلید واژه: اختلالات سازمانی, اسکیزوفرنی, اسکیزوفرنی سازمانی,
چکیده مقاله :
اسکیزوفرنی سازمانی یک پدیده مخرب در سازمان‌ها است که به دلیل عدم پایش محیط، موجب پدیدآیی حالت سایکوتیک سازمانی شده و باعث قطع ارتباط سازمان با واقعیات محیطی میشود. درچنین حالتی ناپیوستگی و تناقض در اهداف و استراتژیهای سازمان امری محتمل است که میتواند پیامدهای زیان‌باری برای سازمان داشته باشد. لذا پژوهش حاضر با هدف طراحی الگوی شکلگیری پدیده اسکیزوفرنی سازمانی با روش TISM فازی انجام پذیرفت. این پژوهش از نظر هدف، کاربردی و از حیث ماهیت و روش، توصیفی پیمایشی است. جامعه آماری پژوهش حاضر خبرگان هستند که متشکل از استادان دانشگاه در حوزه مدیریت رفتار سازمانی و مدیریت منابع انسانی و همچنین مدیران سازمانهای دانش بنیان میباشند که با استفاده از روش نمونهگیری گلوله برفی و براساس اصل کفایت نظری 20 نفر از آنها به عنوان نمونه پژوهش درنظر گرفته شدند. ابزار گردآوری اطلاعات در بخش کیفی، مصاحبه و در بخش کمی، پرسشنامه است. روایی و پایایی مصاحبه با استفاده از روش محتوایی و روایی نظری و پایایی درون‌کدگذار و میان‌کدگذار تأیید شد. همچنین روایی و پایایی پرسشنامه با روش روایی صوری و پایایی باز آزمون مورد تأیید قرار گرفت. در این پژوهش برای تحلیل دادهها در بخش کیفی، از روش تحلیل محتوا و کدگذاری با نرم افزار Atlas.ti استفاده شد. همچنین برای تحلیل کمی، از روش TISM فازی بهره گرفته شده است. نتایج پژوهش مشتمل بر شناسایی ابعاد و مؤلفههای اثرگذار بر شکلگیری پدیده اسکیزوفرنی سازمانی در چهار محور زمینههای شکلگیری پدیده اسکیزوفرنی سازمانی، عوامل تشدیدکننده اسکیزوفرنی سازمانی، ابعاد پدیده اسکیزوفرنی سازمانی و پیامدهای آن میباشد، که عدم وجود هوش استراتژیک و نبود داشبوردهای مدیریتی، فرهنگ اسکیزوئید، عدم وجود واحدهای مرز گستر و پایشگر محیط و نبود سیستم‌های اطلاعاتی دقیق مدیریتی و سازمانی از زمینههای شکلگیری اسکیزوفرنی سازمانی شناخته شد..
the lack of environmental monitoring, causes the emergence of an organizational psychotic state and disconnects the organization from environmental realities. In such a situation, discontinuity and contradiction in the goals and strategies of the organization is likely to have harmful consequences for the organization. Therefore, the current research was conducted with the purpose of designing a pattern for the formation of the organizational schizophrenia phenomenon using the TISM-phase method. This research is applied in terms of purpose and descriptive survey in terms of nature and method. The statistical population of this research is the experts who consist of university professors in the field of organizational behavior management and human resource management, as well as managers of knowledge-based organizations. Using snowball sampling and based on the principle of theoretical adequacy, 20 of them were considered as the research samples. The instruments to collect the data included an interview in the qualitative part and a questionnaire in the quantitative part. The validity and reliability of the interview was confirmed using the content method and theoretical validity and intra-coder and inter-coder reliability. Also, the validity and reliability of the questionnaire was confirmed by examing the face validity and reliability of the test. In this research, content analysis and coding with Atlas.ti software were used to analyze the data in the qualitative part. Also, the TISM-phase method has been used for quantitative analysis. The results of the research include the identification of the dimensions and components affecting the formation of organizational schizophrenia phenomenon across the four dimensions underlying the development of organizational schizophrenia, aggravating factors of organizational schizophrenia, and the dimensions of organizational schizophrenia and its consequences, in which the lack of strategic intelligence and management dashboards, schizoid culture, lack of boundary-spanning and environmental monitoring units, and lack of accurate management and organizational information systems were identified as the causes of organizational schizophrenia. Additionally, factors such as power centralization and organizational dictatorship, leadership hubris and managerial narcissism, the illusion of management competence and the illusion of management knowledge were among the factors that aggravate the phenomenon of organizational schizophrenia. Moreover, mission paradox due to inconsistency with the environment, emergence of organizational psychotic disorder, confusion and discontinuity of goals and creation of schizoid structure were identified as dimensions of organizational schizophrenia. Finally, the organization’s misalignment with changes, along with a lack of coordination between strategies and goals, errors and mistakes in decisions, goal setting and vision, and a decline in productivity and efficiency were among the consequences of the phenomenon of organizational schizophrenia.
Key Words: organizational disorders, schizophrenia, organizational schizophrenia, Knowledge-based organizations.
1.Introduction
Every organization is made up of people and just as a person can get sick, the organization can also experience sickness. Therefore, one of the complications that organizations may face is the phenomenon of organizational schizophrenia (Sinha et al., 2020). The organizational schizophrenia phenomenon arises for organizations that experience a paradox or contradiction between what they should do and what they actually do (Arak et al., 2022). Organizational schizophrenia is a destructive phenomenon in organizations, which leads to the emergence of an organizational psychotic state due to the lack of environmental monitoring and a disconnection from environmental realities. In such a case, discontinuity and contradiction in the goals and strategies of the organization is likely to have harmful consequences for the organization. Hence, the present research was conducted with the aim of designing the formation model of the organizational schizophrenia phenomenon.
- Literature review
In their study, Khizr et al. (1400) presented an 11-component scale for organizational schizophrenia, including emotional-psychological, technical, interactive, individual, institutional, and social-spatial behavior, leadership, path and goals, morale and negative ethics, communication and organizational cooperation. Arak et al. (2022) showed in a research that creating obstacles to achieve goals and objectives in the organization does not affect the work performance of workers but prevents the consolidation of these companies in sustainable and healthy entrepreneurship. In addition, external environmental conditions such as political problems, legal restrictions, economic, health and educational crisis place the organization in a precarious position, putting employees at risk of health problems. Sinha et al. (2020) argued that the antidote to these new problems, including organizational schizophrenia, resonates in the hands of leaders because resonant leadership is very effective when it comes to building relationships, maintaining them, and creating resonance or vitality in the workplace. De Oliveira (2016) stated that organizational schizophrenia is more than a metaphor since understanding it can lead to practical consequences, such as identifying symptoms and implementing corrective measures. Schwartz (2007) argued that in order to treat mental disorders, one must control the future. Therefore, it is suggested that in an organizational context, the scenario technique or the management of strategic issues should be used to treat organizational disorders.
- Methodology
The current research utilizes a mixed-methods approach that incorporates both qualitative and quantitative research within an analogical and inductive paradigm. It is practical in terms of its objectives and employs a descriptive survey regarding nature and method. The statistical population of this research includes university professors in the field of organizational behavior management and human resource management, as well as managers of knowledge-based organizations in Lorestan province. Using the snowball sampling method and based on the principle of theoretical adequacy, 20 of them were considered as the research sample. Regarding the selection of the statistical population, it should be mentioned that due to the nature of the present study and the concept of organizational schizophrenia, individuals who are theoretically and practically familiar with this concept should be included as they can possess the necessary information to effectively answer the questions of the interview and questionnaire. Therefore, a combination of university professors and managers of knowledge-based organizations were considered as the research sample. The data collection instument in the qualitative part consisted of semi-structured interviews, conducted both in person and over the phone with sample participnats. The researchers conducted interviews lasting between thirty and forty minutes, during which they recorded the points mentioned by the expert participants. To check the validity and reliability of the data collection instrument in the qualitative part, the content validity along with inter-coder reliability were used, which confirmed its reliability. Also, the data collection instrument in the quantitative section is a questionnaire that was given to the experts in person and by email. The method of measuring the validity and reliability of the data collection instrument in the quantitative part was content validity and retest reliability, which showed the validity and reliability of the questionnaire. In this research, the content analysis method and coding with Atlas.ti software were used to analyze the data in the qualitative part. Also, the fuzzy TISM method has been used for analyzing the quantitative data.
- Result
The research findings encompass both qualitative and quantitative results. In the qualitative part, the components of the organizational schizophrenia were identified and in the quantitative part a pattern of the organizational schizophrenia phenomenon was presented. The findings of the qualitative part of the research show that the lack of strategic intelligence and management dashboards, schizoid culture, the lack of boundary-spanning and environmental monitoring units, and the lack of accurate management and organizational information systems provide the grounds for the formation of organizational schizophrenia. Also, the results of this section indicate that the factors aggravating the organizational schizophrenia phenomenon include power centralization and organizational dictatorship, leadership hubris and managerial narcissism, management competence illusion and management knowledge illusion. In addition, the findings revealed that the mission paradox due to inconsistency with the environment, the emergence of organizational psychotic disorder, confusion and discontinuity of goals and the creation of schizoid structure are among the dimensions of organizational schizophrenia. Finally, the findings of the qualitative section showed that the organization’s misalignment with changes, along with a lack of coordination between strategies and goals, errors and mistakes in decisions, goal setting and vision, reduction of productivity and efficiency are among the consequences that appear as a result of the phenomenon of organizational schizophrenia. Additionally, the results of the quantitative part show the pattern of organizational schizophrenia in four levels; the research model is developed based on these four levels of formation contexts, aggravating factors, dimensions of organizational schizophrenia and the consequences of the formation of the organizational schizophrenia phenomenon.
- Discussion
Although the organizational schizophrenia phenomenon affects the performance of the organization and its ability to grow and develop, it has negative effects on the members of the organization and their work morale. Therefore, considering the importance of organizational schizophrenia and its negative effects, the managers and leaders of the organization should take this issue into consideration seriously and try to reduce or eliminate factors such as mission paradox due to inconsistency with the environment, emergence of organizational psychotic disorder, confusion and discontinuity of goals and creation of schizoid structure, power centralization and organizational dictatorship, hubris of leadership and managerial narcissism, illusion of management competence and illusion of management knowledge to prevent the creation and escalation of schizophrenia in the organization..This, in turn, prevents the consequences of schizophrenia, including the organization’s misalignment with changes, lack of coordination between strategies and goals, errors and mistakes in decisions, goal setting and vision, and reduction of productivity and efficiency, in order to save employees from confusion and stress, and provide a healthy and motivating environment.
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