‫ﺧﻼﺻﻪ ﻛﺘﺎﺏ‬

‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ‬

‫ﺟﺎﻥ ﭘﻲ‪ .‬ﻛﺎﺗﺮ‬

‫ﻣﺘﺮﺟﻤﺎﻥ‪ :‬ﺩﻛﺘﺮ ﻣﻬﺪﻱ ﺍﻳﺮﺍﻥﻧﮋﺍﺩ ﭘﺎﺭﻳﺰﻱ‬

‫ﻣﻴﻨﻮ ﺳﻠﺴﻠﻪ‬

‫ﻣﺆﺳﺴﻪ ﺗﺤﻘﻴﻘﺎﺕ ﻭ ﺁﻣﻮﺯﺵ ﻣﺪﻳﺮﻳﺖ‬

‫‪١٣٨٢‬‬
‫‪2‬‬ ‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪/‬‬

‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ‬

‫ﭘﻴﺸﮕﻔﺘﺎﺭ‬

‫ﺩﺭ ﻛﺘﺎﺏ ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ‪ ،‬ﺁﻗﺎﻱ ﻛﺎﺗﺮ ﺍﺳﺘﺎﺩ ﺩﺍﻧﺸﮕﺎﻩ ﻫﺎﺭﻭﺍﺭﺩ‪ ،‬ﺍﻳﺪﻩﻫﺎﻱ ﻓﻮﻕﺍﻟﻌﺎﺩﻩﺍﻱ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫـﺪ ﻛـﻪ ﺑـﻪ‬
‫ﺳﺎﺩﮔﻲ ﻗﺎﺑﻞ ﺍﻧﺘﻘﺎﻝ ﺑﻪ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻭ ﺷﺮﻛﺖﻫﺎﺳﺖ ﻭ ﺑﺴﻴﺎﺭ ﻛﺎﺭﺑﺮﺩﻱ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺍﻳﻦ ﻛﺘـﺎﺏ ﺩﺭ ﺣﻘﻴﻘـﺖ ﻧﻘﺸـﻪ‬
‫ﺟﺎﻣﻊ ﻭ ﻛﺎﻣﻠﻲ ﺍﺳﺖ ﻛﻪ ﺧﻮﺍﻧﻨﺪﻩ ﺭﺍ ﺑﻪ ﺳﻤﺖ ﻫﺪﻑ ﺗﺤﻮﻝ ﺭﻫﻨﻤﻮﻥ ﻣﻲﺳﺎﺯﺩ‪ .‬ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ ﺍﻳـﻦ ﻛﺘـﺎﺏ ﻣﻮﺟـﺐ‬
‫ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻣﻲﺷﻮﺩ‪ .‬ﻛﺎﺗﺮ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﮔﻮﻧﺎﮔﻮﻥ ﻛﻪ ﻣﻮﺟﺐ ﺍﻳﺠﺎﺩ ﺗﺤﻮﻝ ﻣﻲﺷﻮﺩ ﻧﺎﻡ ﻣـﻲﺑـﺮﺩ‪.‬‬
‫ﺍﻳﻦ ﻓﻌﺎﻟﻴﺖﻫﺎ ﺷﺎﻣﻞ ﺳﺎﺧﺘﺎﺭﺩﻫﻲ ﻣﺠﺪﺩ‪ ،‬ﻣﻬﻨﺪﺳﻲ ﻣﺠﺪﺩ‪ ،‬ﺗﻨﻈﻴﻢ ﻣﺠﺪﺩ ﺍﺳـﺘﺮﺍﺗﮋﻱﻫـﺎ‪ ،‬ﺍﺩﻏـﺎﻡ ﺷـﺮﻛﺖﻫـﺎ‪،‬‬
‫ﻛﻮﭼﻚﺳﺎﺯﻱ‪ ،‬ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻛﻴﻔﻴﺖ ﻭ ﻃﺮﺡﻫﺎﻱ ﻧﻮ ﻓﺮﻫﻨﮕﻲ ﻣﻲﺑﺎﺷﻨﺪ‪.‬‬
‫ﻣﺪﻳﺮﺍﻥ ﻏﺎﻟﺒﺎﹰ ﺩﺭ ﺗﻮﺿﻴﺢ ﻋﻠﺖ ﺷﻜﺴﺖ ﺩﺭ ﺍﻳﺠﺎﺩ ﺗﺤﻮﻝ‪ ،‬ﻓﻬﺮﺳﺘﻲ ﺍﺯ ﺍﺷﺘﺒﺎﻫﺎﺕ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﺗﻬﻴﻪ ﻣﻲﻛﻨﻨـﺪ ﻭ‬
‫ﺁﻥ ﺭﺍ ﻋﻠﺖ ﺷﻜﺴﺖ ﺑﺮﻣﻲﺷﻤﺎﺭﻧﺪ‪ .‬ﺍﻳﻦ ﻛﺘﺎﺏ ﺩﺭ ﺑﺮﮔﻴﺮﻧﺪﻩ ﺩﻩﻫﺎ ﻣﺜﺎﻝ ﻭ ﻧﻤﻮﻧﻪ ﺍﺳﺖ ﺍﺯ ﺁﻧﭽﻪ ﺟﻮﺍﺏ ﻣﻲﺩﻫـﺪ‬
‫ﻭ ﺁﻧﭽﻪ ﺳﻮﺩﻣﻨﺪ ﻧﻴﺴﺖ‪ .‬ﻭ ﻧﻴﺰ ﺑﺤﺚ ﺗﺤﻮﻝ ﺑﻪ ﻣﻮﺗﻮﺭ ﻣﺤﺮﻛﻪ ﺁﻥ ﻳﻌﻨﻲ ﺭﻫﺒﺮﻱ ﺍﺭﺗﺒﺎﻁ ﺩﺍﺩﻩ ﺷﺪﻩ ﻭ ﺑﻪ ﺍﻳﻦ ﻧﺘﻴﺠﻪ‬
‫ﻣﻲﺭﺳﻴﻢ ﻛﻪ ﺑﺮﺧﻮﺭﺩﺍﺭﻱ ﺍﺯ ﻳﻚ ﺫﻫﻨﻴﺖ ﺻﺮﻑ ﻣﺪﻳﺮﻳﺖ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺗﺤﻮﻝ‪ ،‬ﻋﻠﻲﺭﻏﻢ ﺣﻀـﻮﺭ ﺍﻓـﺮﺍﺩ ﻛﻴﻔـﻲ ﺩﺭ‬
‫ﻓﺮﺍﻳﻨﺪ ﺁﻥ‪ ،‬ﺗﺤﻮﻝ ﺭﺍ ﺑﺎ ﺷﻜﺴﺖ ﺍﺟﺘﻨﺎﺏﻧﺎﭘﺬﻳﺮﻱ ﺭﻭﺑﻪﺭﻭ ﺧﻮﺍﻫﺪ ﻛﺮﺩ‪.‬‬
‫ﺍﻳﻦ ﻛﺘﺎﺏ ﺩﺭ ﺣﻘﻴﻘﺖ ﻣﻘﻮﻟﻪﻫﺎﻱ ﻓﺸﺎﺭ ﺑﺮﺍﻱ ﺗﺤﻮﻝ‪ ،‬ﺗﻔﺎﻭﺕ ﺭﻫﺒﺮﻱ ﺑﺎ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﻓﺮﻫﻨﮓ ﻋﻤﻠﻜﺮﺩ ﺳﺎﺯﻣﺎﻧﻲ ﻭ‬
‫ﻗﻮﺍﻋﺪ ﻧﻮﻳﻦ ﺭﺍ ﻋﻤﻴﻖﺗﺮ ﻭ ﻛﺎﻣﻞﺗﺮ ﺑﺮﺭﺳﻲ ﻭ ﺍﺭﺍﺋﻪ ﻛﺮﺩﻩ ﺍﺳﺖ‪.‬‬

‫ﺑﺨﺶ ﺍﻭﻝ‬
‫ﻣﺴﺌﻠﻪ ﺗﺤﻮﻝ ﻭ ﺭﺍﻩ ﺣﻞ ﺁﻥ‬

‫ﭼﺮﺍ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺷﻜﺴﺖ ﻣﻲﺧﻮﺭﻧﺪ؟ ﺍﻣﺮﻭﺯﻩ ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺍﺟﺘﻨﺎﺏ ﻧﺎﭘﺬﻳﺮ ﺍﺳﺖ‪ .‬ﺑﺮﺍﻱ ﻣﻮﻓﻘﻴـﺖ ﻭ‬
‫ﻛﺎﻣﻴﺎﺑﻲ‪ ،‬ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮﺍﺕ ﺿﺮﻭﺭﻱ ﺍﺳﺖ ﻭ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﻧﺘﻮﺍﻧﺪ ﺍﻳﻦ ﺗﻐﻴﻴﺮﺍﺕ ﺭﺍ ﺑﻪﻧﺤﻮ ﺻﺤﻴﺢ ﻭ ﻣﻨﻄﺒﻖ ﺑﺎ ﺁﺭﻣﺎﻧﺶ‬
‫ﺑﻪ ﺍﺟﺮﺍ ﮔﺬﺍﺭﺩ‪ ،‬ﻧﺎﮔﺰﻳﺮ ﺷﻜﺴﺖ ﺧﻮﺍﻫﺪ ﺧﻮﺭﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﺯﻣﻴﻨـﻪ ﺳـﺎﺯﻣﺎﻥﻫـﺎ ﺍﺷـﺘﺒﺎﻫﺎﺗﻲ ﻣﺘـﺪﺍﻭﻝ ﻭ ﻣﺸـﺘﺮﻙ ﺭﺍ‬
‫ﻣﺮﺗﻜﺐ ﻣﻲﺷﻮﻧﺪ ﻛﻪ ﺷﺘﺎﺏ ﺷﻜﺴﺖ ﺩﺭ ﺗﻐﻴﻴﺮﺍﺕ ﺭﺍ ﺗﺴﺮﻳﻊ ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺭﺍﻳﺞﺗﺮﻳﻦ ﺍﻳﻦ ﺍﺷﺘﺒﺎﻫﺎﺕ ﺑـﻪ ﻗـﺮﺍﺭ ﺯﻳـﺮ‬
‫ﺍﺳﺖ‪:‬‬

‫ﺍﺷﺘﺒﺎﻩ ﺍﻭﻝ‪ :‬ﺭﺍﺣﺖﻃﻠﺒﻲ ﺑﻴﺶ ﺍﺯ ﺍﻧﺪﺍﺯﻩ‬

‫ﺍﻳﻦ ﺍﺷﺘﺒﺎﻩ ﻧﺎﺑﻮﺩﻛﻨﻨﺪﻩ ﺍﺳﺖ ﺯﻳﺮﺍ ﺩﺭ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺳﻄﻮﺡ ﺭﺍﺣﺖﻃﻠﺒﻲ ﺑﺎﻻﺳـﺖ‪ ،‬ﺗﻐﻴﻴـﺮﺍﺕ ﻫﻤﻴﺸـﻪ ﺩﺭ ﺗـﺄﻣﻴﻦ‬
‫ﺍﻫﺪﺍﻑ ﺧﻮﺩ ﺷﻜﺴﺖ ﻣﻲﺧﻮﺭﻧﺪ‪ .‬ﻭﻗﻮﻉ ﺗﻐﻴﻴﺮ ﻛﻪ ﻛﺎﺳﺘﻦ ﺭﺍﺣﺖﻃﻠﺒﻲ ﺍﻓﺮﺍﺩ ﺭﺍ ﺑﻪ ﺩﻧﺒـﺎﻝ ﺩﺍﺭﺩ ﻣـﺪﻳﺮﺍﻥ ﺭﺍ ﻓﻠـﺞ‬
‫‪3‬‬ ‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪/‬‬

‫ﻣﻲﻛﻨﺪ؛ ﺍﻓﺮﺍﺩ ﺣﺎﻟﺖ ﺗﺪﺍﻓﻌﻲ ﻣﻲﮔﻴﺮﻧﺪ؛ ﺍﺧﻼﻗﻴﺎﺕ ﺗﻀﻌﻴﻒ ﻣﻲﺷﻮﺩ؛ ﻳﺎ ﺣﺘﻲ ﺑﺪﺗﺮ ﺍﺯ ﺁﻥ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﺿﺮﻭﺭﺕ ﺭﺍ ﺑـﺎ‬
‫ﻧﮕﺮﺍﻧﻲ ﺍﺷﺘﺒﺎﻩ ﻣﻲﮔﻴﺮﻧﺪ ﻭ ﺑﺎ ﻧﺸﺎﻥ ﺩﺍﺩﻥ ﻧﮕﺮﺍﻧﻲ ﺧﻮﺩ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺳﺒﺐ ﻣﻲﺷﻮﻧﺪ ﻛﻪ ﺍﻳﺸﺎﻥ ﻋﻤﻴﻖﺗﺮ ﺑﻪ ﺳـﻨﮕﺮ‬
‫ﺍﻣﻦ ﺷﻨﺎﺧﺘﻪ ﺷﺪﻩ ﺧﻮﺩ ﻓﺮﻭﺭﻭﻧﺪ ﻭ ﺣﺘﻲ ﻣﻘﺎﻭﻣﺖ ﺑﻴﺸﺘﺮﻱ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﻐﻴﻴﺮ ﻧﺸﺎﻥ ﻣﻲﺩﻫﻨﺪ‪.‬‬

‫ﺍﺷﺘﺒﺎﻩ ﺩﻭﻡ‪ :‬ﻧﺎﻛﺎﻣﻲ ﺩﺭ ﺍﻳﺠﺎﺩ ﺍﺋﺘﻼﻑﻫﺎﻱ ﻗﺪﺭﺗﻤﻨﺪ‬

‫ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮﺍﺕ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰ ﺍﻳﺠﺎﺩ ﺗﻴﻤﻲ ﻫﻤﺎﻫﻨﮓ ﻣﺮﻛﺐ ﻣﺪﻳﺮ ﺍﺭﺷﺪ‪ ،‬ﻣﺪﻳﺮ ﺑﺨﺶﻫﺎ ﻳﺎ ﺭﺅﺳﺎﻱ ﺍﺩﺍﺭﺍﺕ‪،‬‬
‫ﺑﻪ ﻋﻼﻭﻩ ﺗﻌﺪﺍﺩﻱ ﺩﻳﮕﺮ ﺍﺯ ﺍﻓﺮﺍﺩ ﻛﻪ ﺑﻪ ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﻣﺘﻌﻬﺪ ﻫﺴﺘﻨﺪ‪ ،‬ﺿﺮﻭﺭﻱ ﺍﺳﺖ‪.‬‬
‫ﻓﻌﺎﻟﻴﺖﻫﺎﻳﻲ ﻛﻪ ﻓﺎﻗﺪ ﻳﻚ ﺍﺋﺘﻼﻑ ﺑﻪ ﺣﺪ ﻛﺎﻓﻲ ﻧﻴﺮﻭﻣﻨﺪ ﻫﺴﺘﻨﺪ‪ ،‬ﺑﺮﺍﻱ ﻣـﺪﺗﻲ ﭘﻴﺸـﺮﻓﺘﻲ ﻇـﺎﻫﺮﻱ ﺧﻮﺍﻫﻨـﺪ‬
‫ﺩﺍﺷﺖ‪ .‬ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﻣﻤﻜﻦ ﺍﺳﺖ ﺗﻐﻴﻴﺮ ﻛﻨﺪ ﻳﺎ ﻓﻌﺎﻟﻴﺖ ﻣﻬﻨﺪﺳﻲ ﻣﺠﺪﺩ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺷﻮﺩ‪ ،‬ﺍﻣـﺎ ﺩﻳـﺮ ﻳـﺎ ﺯﻭﺩ‬
‫ﻧﻴﺮﻭﻫﺎﻱ ﻣﺨﺎﻟﻒ‪ ،‬ﭘﺎﻳﻪ ﭼﻨﻴﻦ ﺍﺑﺘﻜﺎﺭ ﻋﻤﻞﻫﺎﻳﻲ ﺭﺍ ﺳﺴﺖ ﺧﻮﺍﻫﻨﺪ ﻛﺮﺩ‪.‬‬
‫ﺩﺭ ﭘﺸﺖ ﺻﺤﻨﻪ ﻣﺒﺎﺭﺯﻩ ﺑﻴﻦ ﻣﺪﻳﺮ ﻳﺎ ﻛﻤﻴﺘﻪ ﺿﻌﻴﻒ ﺑﺎ ﺳﻨﺖ ﻭ ﻣﻨﺎﻓﻊ ﻛﻮﺗﺎﻩﻣـﺪﺕ‪ ،‬ﻫﻤـﻮﺍﺭﻩ ﺳـﻨﺖ ﻭ ﻣﻨـﺎﻓﻊ‬
‫ﻛﻮﺗﺎﻩﻣﺪﺕ ﻣﺎﻧﻊ ﺍﺯ ﺍﻳﻦ ﻣﻲﺷﻮﻧﺪ ﻛﻪ ﺗﻐﻴﻴﺮ ﺳﺎﺧﺘﺎﺭﻱ‪ ،‬ﺗﻐﻴﻴﺮ ﺭﻓﺘﺎﺭﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺭﺍ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﺩ‪.‬‬

‫ﺍﺷﺘﺒﺎﻩ ﺳﻮﻡ‪ :‬ﺩﺳﺖ ﻛﻢ ﮔﺮﻓﺘﻦ ﻗﺪﺭﺕ ﭼﺸﻢﺍﻧﺪﺍﺯ‬

‫ﺍﺯ ﺑﻴﻦ ﻋﻮﺍﻣﻞ ﮔﻮﻧﺎﮔﻮﻥ ﻛﻪ ﺩﺭ ﺍﻏﻠﺐ ﺗﻐﻴﻴﺮﺍﺕ ﻣﻮﻓﻖ ﺩﻳﺪﻩ ﻣﻲﺷﻮﻧﺪ‪ ،‬ﻫﻴﭻ ﻳﻚ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺧﺮﺩﻣﻨﺪﺍﻧﻪ‬
‫ﻭ ﻣﻌﻘﻮﻝ ﺍﻫﻤﻴﺖ ﻧﺪﺍﺭﻧﺪ‪ .‬ﭼﺸﻢﺍﻧﺪﺍﺯ ﺑﺎ ﻫﺪﺍﻳﺖ ﻭ ﻫﻤﺴﻮ ﻛﺮﺩﻥ ﻭ ﺍﻟﻬﺎﻡ ﺑﺨﺸﻴﺪﻥ ﺑﻪ ﻓﻌﺎﻟﻴﺖﻫـﺎﻱ ﺍﻓـﺮﺍﺩ ﻧﻘـﺶ‬
‫ﻣﻬﻤﻲ ﺩﺭ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﺩﻥ ﺗﻐﻴﻴﺮﺍﺕ ﻣﻔﻴﺪ ﺩﺍﺭﺩ‪.‬‬
‫ﺑﻌﻀﻲ ﺍﺯ ﺍﻓﺮﺍﺩ ﺑﺎ ﺩﺭﻙ ﻣﺸﻜﻼﺕ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮ‪ ،‬ﺳﻌﻲ ﻣﻲﻛﻨﻨﺪ ﻓﻌﺎﻟﻴﺖﻫﺎﻳﺸﺎﻥ ﺭﺍ ﺑﻪﺁﺭﺍﻣﻲ ﺩﺭ ﭘﺸـﺖ ﺻـﺤﻨﻪ‬
‫ﺍﺩﺍﺭﻩ ﻛﻨﻨﺪ ﻭ ﺗﻌﻤﺪﺍﹰ ﺍﺯ ﻫﺮ ﺑﺤﺜﻲ ﺩﺭ ﺟﻤﻊ ﭘﺮﻫﻴﺰ ﻛﻨﻨﺪ‪ .‬ﺑﺪﻭﻥ ﻭﺟﻮﺩ ﭼﺸﻢﺍﻧﺪﺍﺯﻱ ﻛﻪ ﺗﺼﻤﻴﻢﮔﻴﺮﻱﻫـﺎ ﺭﺍ ﻫـﺪﺍﻳﺖ‬
‫ﻛﻨﺪ‪ ،‬ﻫﺮ ﺍﻧﺘﺨﺎﺑﻲ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎ ﺁﻥ ﻣﻮﺍﺟﻪ ﻣﻲﺷﻮﻧﺪ‪ ،‬ﻣﻨﺠﺮ ﺑﻪ ﻣﺒﺎﺣﺜﺎﺗﻲ ﭘﺎﻳﺎﻥﻧﺎﭘﺬﻳﺮ ﺧﻮﺍﻫﺪ ﺷﺪ‪.‬‬

‫ﺍﺷﺘﺒﺎﻩ ﭼﻬﺎﺭﻡ‪ :‬ﻋﺪﻡ ﺍﻧﺘﻘﺎﻝ ﻛﺎﻓﻲ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ‬

‫ﺗﻐﻴﻴﺮﺍﺕ ﺍﺳﺎﺳﻲ ﺑﺪﻭﻥ ﺟﻠﺐ ﺣﻤﺎﻳﺖ ﻭ ﺗﻤﺎﻳﻞ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻌﻤﻮﻻﹰ ﻏﻴﺮﻣﻤﻜﻦ ﺍﺳﺖ‪ .‬ﺍﻓﺮﺍﺩ ﺍﮔﺮ ﺍﺯ ﺷﺮﺍﻳﻂ ﻓﻌﻠﻲ ﺣﺘـﻲ‬
‫ﺭﺍﺿﻲ ﻧﺒﺎﺷﻨﺪ ﻧﻴﺰ ﺣﺎﺿﺮ ﺑﻪ ﻓﺪﺍﻛﺎﺭﻱ ﻧﻴﺴﺘﻨﺪ‪ ،‬ﻣﮕﺮ ﺁﻥ ﻛﻪ ﻣﻨﺎﻓﻌﻲ ﺭﺍ ﺩﺭ ﺁﻥ ﺩﻳﺪﻩ ﻭ ﻳﺎ ﺍﻋﺘﻘﺎﺩ ﭘﻴﺪﺍ ﻛﻨﻨﺪ ﻛﻪ ﺗﻐﻴﻴﺮ‬
‫ﺍﻧﺠﺎﻡ ﺷﺪﻧﻲ ﺍﺳﺖ‪ .‬ﺑﺪﻭﻥ ﺑﺮﻗﺮﺍﺭﻱ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﺆﺛﺮ ﻧﻤﻲﺗﻮﺍﻥ ﻗﻠﻮﺏ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﺗﺴﺨﻴﺮ ﻛﺮﺩ‪ .‬ﻣﻬﻢ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ‬
‫ﭼﺸﻢﺍﻧﺪﺍﺯ ﺭﺍ ﺑﻪ ﻃﻮﺭ ﺭﻭﺷﻦ ﻭ ﻭﺍﺿﺢ ﻭ ﺑﺪﻭﻥ ﻫﻴﭻ ﺷﻚ ﻭ ﺷﺒﻬﻪﺍﻱ ﺑﺮﺍﻱ ﻛﺎﺭﻛﻨـﺎﻥ ﺗﺮﺳـﻴﻢ ﻭ ﺁﻧـﺎﻥ ﺭﺍ ﻛـﺎﻣﻼﹰً ﺩﺭ‬
‫ﻣﺴﻴﺮ ﺭﺳﻴﺪﻥ ﺑﻪ ﺁﻥ ﻛﻤﻚ ﻛﺮﺩ‪.‬‬

‫ﺍﺷﺘﺒﺎﻩ ﭘﻨﺠﻢ‪ :‬ﻭﺟﻮﺩ ﻣﻮﺍﻧﻊ ﺩﺭ ﺑﺮﺍﺑﺮ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺟﺪﻳﺪ‬

‫ﺯﻣﺎﻧﻲ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﻋﻠﻲﺭﻏﻢ ﺑﺮﺧﻮﺭﺩﺍﺭﻱ ﺍﺯ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺟﺪﻳﺪ‪ ،‬ﺍﺣﺴﺎﺱ ﻣﻲﻛﻨﻨـﺪ ﻛـﻪ ﺩﺭ ﺭﺍﻩ ﺑـﺎ ﻣﻮﺍﻧـﻊ ﺑﺰﺭﮔـﻲ‬
‫ﺭﻭﺑﻪﺭﻭ ﻫﺴﺘﻨﺪ‪ ،‬ﺗﻐﻴﻴﺮﺍﺕ ﺑﺎ ﺷﻜﺴﺖ ﻣﻮﺍﺟﻪ ﻣﻲﺷﻮﺩ‪ .‬ﮔﺎﻫﻲ ﻣﺎﻧﻊِ ﺗﺤﻮﻝ‪ ،‬ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ‪ .‬ﻃﺒﻘﻪﺑﻨﺪﻱﻫﺎﻱ‬
‫ﺿﻌﻴﻒ ﺷﻐﻠﻲ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺍﺛﺮ ﺑﺨﺸﻲ ﺭﺍ ﻛﺎﻫﺶ ﺩﻫﻨﺪ‪ .‬ﻧﻈﺎﻡ ﺟﺒﺮﺍﻥ ﺧﺪﻣﺎﺕ ﻳـﺎ ﻧﻈـﺎﻡﻫـﺎﻱ ﺍﺭﺯﺷـﻴﺎﺑﻲ ﻋﻤﻠﻜـﺮﺩ‬
‫ﻣﻲﺗﻮﺍﻧﻨﺪ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﻭﺍﺩﺍﺭ ﺳﺎﺯﻧﺪ ﻛﻪ ﺑﻴﻦ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺟﺪﻳﺪ ﻭ ﻣﻨﺎﺑﻊ ﺷﺨﺼﻲ ﺩﺳﺖ ﺑﻪ ﺍﻧﺘﺨـﺎﺏ ﺑﺰﻧﻨـﺪ‪ .‬ﺷـﺎﻳﺪ‬
‫ﺑﺪﺗﺮ ﺍﺯ ﻫﻤﻪ ﺳﺮﭘﺮﺳﺘﺎﻧﻲ ﺑﺎﺷﻨﺪ ﻛﻪ ﺍﺯ ﺳﺎﺯﮔﺎﺭﻱ ﺑﺎ ﺷﺮﺍﻳﻂ ﺟﺪﻳﺪ ﺍﻣﺘﻨﺎﻉ ﻣﻲﻭﺭﺯﻧﺪ‪ ،‬ﻭ ﺗﻘﺎﺿﺎﻫﺎﻳﻲ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺑﺎ‬
‫ﺗﺤﻮﻝ ﺩﺭ ﺗﻀﺎﺩ ﺍﺳﺖ‪ .‬ﻫﺮ ﻭﻗﺖ ﻛﻪ ﺍﻓﺮﺍﺩ ﺑﺎﻫﻮﺵ ﻭ ﺧﻴﺮﺧﻮﺍﻩ ﺍﺯ ﻣﻮﺍﺟﻬﻪ ﺑﺎ ﻣﻮﺍﻧـﻊ ﺍﺟﺘﻨـﺎﺏ ﻭﺭﺯﻧـﺪ‪ ،‬ﻛﺎﺭﻛﻨـﺎﻥ ﺭﺍ‬
‫ﺗﻀﻌﻴﻒ ﻭ ﺗﺤﻮﻝ ﺭﺍ ﺍﺯ ﺭﻳﺸﻪ ﺗﺨﺮﻳﺐ ﻣﻲﻛﻨﻨﺪ‪.‬‬
‫‪4‬‬ ‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪/‬‬

‫ﺍﺷﺘﺒﺎﻩ ﺷﺸﻢ‪ :‬ﻧﺎﺗﻮﺍﻧﻲ ﺩﺭ ﺍﻳﺠﺎﺩ ﭘﻴﺮﻭﺯﻱﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ‬

‫ﺗﺤﻮﻝ ﻭﺍﻗﻌﻲ ﺯﻣﺎﻥ ﺑﺮ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﺗﻼﺵ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺗﺤﻮﻝ ﻳﺎ ﺳـﺎﺧﺘﺎﺭﺩﻫﻲ ﻣﺠـﺪﺩ ﻛﺴـﺐﻭﻛـﺎﺭ ﻓﺎﻗـﺪ ﺍﻫـﺪﺍﻑ‬
‫ﻛﻮﺗﺎﻩﻣﺪﺕ ﺳﻬﻞﺍﻟﻮﺻﻮﻝ ﻳﺎ ﻗﺎﺑﻞ ﺗﺤﺴﻴﻦ ﺑﺎﺷﻨﺪ‪ ،‬ﻧﻴﺮﻭﻱ ﻣﺤﺮﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺯ ﺩﺳﺖ ﺧﻮﺍﻫﺪ ﺭﻓﺖ‪ .‬ﺍﻏﻠـﺐ ﺍﻓـﺮﺍﺩ‬
‫ﺑﻪ ﺗﻼﺵ ﺑﻠﻨﺪﻣﺪﺕ ﺍﺩﺍﻣﻪ ﻧﻤﻲﺩﻫﻨﺪ ﻣﮕﺮ ﺍﻳﻨﻜﻪ ﭘﺲ ﺍﺯ ﻣﺪﺗﻲ ﻛﻮﺗﺎﻩ ﻧﺸﺎﻧﻪﻫﺎﻳﻲ ﺍﺯ ﻧﺘـﺎﻳﺞ ﻣـﻮﺭﺩ ﺍﻧﺘﻈﺎﺭﺷـﺎﻥ ﺭﺍ‬
‫ﺑﺒﻴﻨﻨﺪ‪ .‬ﺑﻴﺸﺘﺮ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺪﻭﻥ ﭘﻴﺮﻭﺯﻱﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ ﺗﻼﺵ ﺭﺍ ﺭﻫﺎ ﻣﻲﻛﻨﻨﺪ ﻳﺎ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﺤﻮﻝ ﻣﻲﺍﻳﺴﺘﻨﺪ‪.‬‬

‫ﺍﺷﺘﺒﺎﻩ ﻫﻔﺘﻢ‪ :‬ﺍﻋﻼﻡ ﺯﻭﺩﻫﻨﮕﺎﻡ ﭘﻴﺮﻭﺯﻱ‬

‫ﻛﺎﺭﻛﻨﺎﻥ ﭘﺲ ﺍﺯ ﭼﻨﺪ ﺳﺎﻝ ﺗﻼﺵ ﻭ ﻛﺎﺭ ﺳﺨﺖ ﻣﺎﻳﻠﻨﺪ ﻛﻪ ﻧﺘﺎﻳﺞ ﺗﺤﻮﻝ ﺭﺍ ﭘﻴﺮﻭﺯﻣﻨﺪﺍﻧﻪ ﺍﻋﻼﻡ ﻛﻨﻨﺪ‪ .‬ﻋﻠﻲﺭﻏﻢ ﺁﻧﻜـﻪ‬
‫ﺗﺠﻠﻴﻞ ﭘﻴﺮﻭﺯﻱ ﻛﺎﺭ ﺧﻮﺑﻲ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﻧﺒﺎﻳﺴﺘﻲ ﺁﻥ ﺭﺍ ﭘﻴﺮﻭﺯﻱ ﻛﺎﻣﻞ ﺗﻠﻘﻲ ﻛﺮﺩ ﻭ ﺍﻳﻦ ﻳﻚ ﺍﺷـﺘﺒﺎﻩ ﺍﺳـﺖ‪ .‬ﺗﻐﻴﻴـﺮﺍﺕ‬
‫ﺑﺎﻳﺴﺘﻲ ﻋﻤﻴﻘﺎﹰً ﺩﺭ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﻧﻔﻮﺫ ﻛﺮﺩﻩ ﻭ ﻧﻬﺎﺩﻳﻨﻪ ﺷﻮﺩ ﻭ ﺍﻳﻦ ﺍﻣﺮ ﻣﻌﻤﻮﻻﹰ ‪ ٣‬ﺗﺎ ‪ ١٠‬ﺳﺎﻝ ﻃﻮﻝ ﻣﻲﻛﺸﺪ‪.‬‬

‫ﺍﺷﺘﺒﺎﻩ ﻫﺸﺘﻢ‪ :‬ﻏﻔﻠﺖ ﺍﺯ ﺗﺜﺒﻴﺖ ﺗﺤﻮﻻﺕ ﺩﺭ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻥ‬

‫ﺗﻐﻴﻴﺮ ﻫﻨﮕﺎﻣﻲ ﺟﺎ ﻣﻲﺍﻓﺘﺪ ﻭ ﺑﺎﺛﺒﺎﺕ ﻣﻲﮔﺮﺩﺩ ﻛﻪ ﺑﻪ ﺻﻮﺭﺕ ﺷﻴﻮﻩﺍﻱ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺍﻣﻮﺭ ﺑﺮﺍﻱ ﻫﻤﮕـﺎﻥ ﺩﺭﺁﻳـﺪ‪ .‬ﺗـﺎ‬
‫ﺯﻣﺎﻧﻲ ﻛﻪ ﺍﻳﻦ ﺍﻣﺮ ﻋﻤﻴﻘﺎﹰً ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻧﻔﻮﺫ ﻧﻜﺮﺩﻩ‪ ،‬ﻫﻤﻮﺍﺭﻩ ﺩﺭ ﻣﻌﺮﺽ ﭘﺴﺮﻓﺖ ﺍﺳﺖ‪.‬‬
‫ﺩﺭ ﺍﺳﺘﻘﺮﺍﺭ ﺗﻐﻴﻴﺮﺍﺕ ﺩﻭ ﻋﺎﻣﻞ ﺩﺍﺭﺍﻱ ﺍﻫﻤﻴﺖ ﻭﻳﮋﻩ ﻫﺴﺘﻨﺪ‪:‬‬
‫ﺍﻭﻝ ﻛﻮﺷﺶ ﺁﮔﺎﻫﺎﻧﻪ ﺑﺮﺍﻱ ﻧﺸﺎﻥ ﺩﺍﺩﻥ ﺍﻫﻤﻴﺖ ﺗﻐﻴﻴﺮ‪ .‬ﺩﻭﻡ ﻧﮕﺮﺵ ﺑﻪ ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬
‫ﺑﻪ ﻫﺮ ﺣﺎﻝ ﺍﺭﺗﻜﺎﺏ ﺍﻳﻦ ﻫﺸﺖ ﺍﺷﺘﺒﺎﻩ ﭘﻴﺎﻣﺪﻫﺎﻳﻲ ﺑﻪ ﺻﻮﺭﺕ ﺯﻳﺮ ﺧﻮﺍﻫﺪ ﺩﺍﺷﺖ‪:‬‬
‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺟﺪﻳﺪ ﺑﻪﺧﻮﺑﻲ ﺍﺟﺮﺍ ﻧﻤﻲﺷﻮﺩ‪.‬‬ ‫•‬
‫ﺑﺎ ﺍﺩﻏﺎﻡ‪ ،‬ﻫﻢﺍﻓﺰﺍﻳﻲ ﻣﻮﺭﺩ ﺍﻧﺘﻈﺎﺭ ﺑﻪ ﻭﺟﻮﺩ ﻧﻤﻲﺁﻳﺪ‪.‬‬ ‫•‬
‫ﻣﻬﻨﺪﺳﻲ ﻣﺠﺪﺩ ﺑﺎ ﺻﺮﻑ ﻫﺰﻳﻨﻪ ﻭ ﺯﻣﺎﻥ ﺯﻳﺎﺩﻱ ﺻﻮﺭﺕ ﻣﻲﭘﺬﻳﺮﺩ‪.‬‬ ‫•‬
‫ﻛﻮﭼﻚﺳﺎﺯﻱ ﺑﺎﻋﺚ ﻛﻨﺘﺮﻝ ﻫﺰﻳﻨﻪﻫﺎ ﻧﻤﻲﺷﻮﺩ‪.‬‬ ‫•‬
‫ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺍﺭﺗﻘﺎﻱ ﻛﻴﻔﻴﺖ ﻧﺘﺎﻳﺞ ﻣﻮﺭﺩ ﺍﻧﺘﻈﺎﺭ ﺭﺍ ﺑﻪ ﺑﺎﺭ ﻧﻤﻲﺁﻭﺭﺩ‪.‬‬ ‫•‬

‫ﺗﻐﻴﻴﺮ ﻣﻮﻓﻘﺖﺁﻣﻴﺰ ﻭ ﻧﻴﺮﻭﻱ ﻫﺪﺍﻳﺖ ﻛﻨﻨﺪﻩ‬

‫ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺩﺭ ﻛﺎﺭ ﺗﻐﻴﻴﺮ ﻣﻮﻓﻖ ﻧﺒﻮﺩﻩﺍﻧﺪ‪ ،‬ﻧﮕﺎﻫﻲ ﺑﺪﺑﻴﻨﺎﻧﻪ ﺑﻪ ﺁﻥ ﺩﺍﺭﻧﺪ‪ .‬ﺭﺍﺟـﻊ ﺑـﻪ ﻫـﺪﻑ ﺁﻥ ﺗﺮﺩﻳـﺪ ﺩﺍﺭﻧـﺪ‪.‬‬
‫ﻣﺪﻳﺮﺍﻥ ﺭﺍ ﻧﻴﺮﻧﮓﺑﺎﺯ ﻣﻲﺩﺍﻧﻨﺪ‪ .‬ﺍﻳﻦ ﺍﻓﺮﺍﺩ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﻛﺎﺭ ﺗﻐﻴﻴﺮ ﺭﺍ ﺁﻏﺎﺯ ﻣـﻲﻛﻨﻨـﺪ‪ ،‬ﺍﻏﻠـﺐ ﻣﺮﺗﻜـﺐ ﺍﺷـﺘﺒﺎﻫﺎﺕ‬
‫ﻭﺣﺸﺘﻨﺎﻛﻲ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺩﻟﻴﻞ ﺁﻥ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺗﺠﺎﺭﺏ ﺗﻠﺦ ﮔﺬﺷﺘﻪ ﺁﻧﻬﺎ ﺭﺍ ﺑﺮﺍﻱ ﭼﺎﻟﺶﻫـﺎﻱ ﻣﺮﺑـﻮﻁ ﺑـﻪ ﺗﺤـﻮﻝ‬
‫ﺁﻣﺎﺩﻩ ﻧﺴﺎﺧﺘﻪ ﺍﺳﺖ‪ .‬ﭼﺎﻟﺶﻫﺎﻳﻲ ﻛﻪ ﺍﻣﺮﻭﺯﻩ ﺑﺎ ﺁﻥ ﻣﻮﺍﺟﻪ ﻫﺴـﺘﻴﻢ ﺑـﺎ ﮔﺬﺷـﺘﻪ ﺗﻔـﺎﻭﺕ ﺩﺍﺭﺩ‪ .‬ﺍﻗﺘﺼـﺎﺩ ﺟﻬـﺎﻧﻲ‬
‫ﻓﺮﺻﺖﻫﺎ ﻭ ﺗﻬﺪﻳﺪﻫﺎ ﺭﺍ ﺑﺮﺍﻱ ﻫﻤﮕﺎﻥ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﺩﻩ ﻭ ﺷﺮﻛﺖﻫﺎ ﺭﺍ ﺗﺤﺖ ﻓﺸﺎﺭ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ‪ .‬ﻫﻴﭻ ﻓﺮﺩﻱ ﺩﺭ‬
‫ﻣﻘﺎﺑﻞ ﭼﻨﻴﻦ ﻧﻴﺮﻭﻫﺎﻳﻲ ﺩﺭ ﺍﻣﻨﻴﺖ ﺑﻪ ﺳﺮ ﻧﻤﻲﺑﺮﺩ‪.‬‬
‫ﺑﺮﺧﻲ ﺍﺯ ﺍﻓﺮﺍﺩ ﺗﺼﻮﺭ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﻪﺳﺎﺩﮔﻲ ﺗﻐﻴﻴﺮﺍﺕ ﺯﻳﺎﺩﻱ ﺑﻜﻨﻨﺪ‪ .‬ﺍﻣﺎ ﺩﺭ ﻋـﻴﻦ ﺣـﺎﻝ‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻣﻮﻓﻖ ﺩﺭ ﻓﺮﺍﻳﻨﺪ ﺗﻐﻴﻴﺮ ﺩﺭﻳﺎﻓﺘﻪﺍﻧﺪ ﻛﻪ ﭼﮕﻮﻧـﻪ ﺍﺳـﺘﺮﺍﺗﮋﻱﻫـﺎﻱ ﺗـﺎﺯﻩ ﺍﺩﻏـﺎﻡ‪ ،‬ﻣﻬﻨﺪﺳـﻲ ﻣﺠـﺪﺩ‪،‬‬
‫ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻛﻴﻔﻴﺖ ﻭ ﺳﺎﺧﺘﺎﺭﺩﻫﻲ ﻣﺠﺪﺩ ﺭﺍ ﺩﺭ ﭘﻴﺶ ﮔﻴﺮﻧﺪ‪ ،‬ﻛﻪ ﺑﺮﺍﻱ ﺁﻧﻬﺎ ﻣﻨﺎﺳﺐ ﺑﺎﺷﺪ‪ .‬ﺁﻧﻬﺎ ﺍﺷﺘﺒﺎﻫﺎﺕ ‪ ٨‬ﮔﺎﻧﻪ‬
‫ﺭﺍ ﺑﻪ ﺣﺪﺍﻗﻞ ﻣﻤﻜﻦ ﺭﺳﺎﻧﺪﻩﺍﻧﺪ‪.‬‬
‫ﺑﺮﺭﺳﻲ ﻋﻮﺍﻣﻞ ﻣﻮﻓﻘﻴﺖ ﺁﻧﻬﺎ ﺩﻭ ﻋﺎﻣﻞ ﻣﻬﻢ ﺭﺍ ﺁﺷﻜﺎﺭ ﻣﻲﺳﺎﺯﺩ‪:‬‬
‫‪5‬‬ ‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪/‬‬

‫ﻧﺨﺴﺖ ﺗﺤﻮﻝﻫﺎﻱ ﻣﻔﻴﺪ ﺑﺎﻳﺪ ﺩﺍﺭﺍﻱ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﭼﻨﺪ ﻣﺮﺣﻠﻪﺍﻱ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺍﻗﺘﺪﺍﺭ ﻭ ﺍﻧﮕﻴﺰﺵ ﺑﺎﺷﺪ‪.‬‬
‫ﺩﻭﻡ ﺍﻳﻦ ﻓﺮﺍﻳﻨﺪ ﺯﻣﺎﻧﻲ ﺍﺛﺮﺑﺨﺶ ﺍﺳﺖ ﻛﻪ ﺗﻮﺳﻂ ﺭﻫﺒﺮﻱ ﺑﺎ ﻛﻴﻔﻴﺖ ﺑﺎﻻ ﻭ ﻧﻪ ﻣﺪﻳﺮﻳﺖ ﻋﺎﻟﻲ ﻫﺪﺍﻳﺖ ﺷﻮﺩ‪.‬‬
‫ﻣﺮﺍﺣﻞ ﻣﻮﻓﻘﻴﺖ ﻫﺸﺘﮕﺎﻧﻪ ﺗﺤﻮﻝ ﻛﻪ ﻫﺮ ﻛﺪﺍﻡ ﺑﺎ ﻫﺸﺖ ﺧﻄﺎﻱ ﺍﺻﻠﻲ ﻫﻤﺮﺍﻫﻨﺪ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺍﺳﺖ‪:‬‬
‫ﺍﻳﺠﺎﺩ ﺍﺣﺴﺎﺱ ﺿﺮﻭﺭﺕ ﻭ ﻓﻮﺭﻳﺖ‬ ‫‪.١‬‬
‫ﺍﻳﺠﺎﺩ ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎ‬ ‫‪.٢‬‬
‫ﺗﻮﺳﻌﻪ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱ‬ ‫‪.٣‬‬
‫ﺍﻧﺘﻘﺎﻝ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺗﺤﻮﻝ ﺑﻪ ﺩﻳﮕﺮﺍﻥ‬ ‫‪.٤‬‬
‫ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺍﻗﺪﺍﻣﺎﺕ ﻓﺮﺍﮔﻴﺮ‬ ‫‪.٥‬‬
‫ﺧﻠﻖ ﭘﻴﺮﻭﺯﻱﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ‬ ‫‪.٦‬‬
‫ﺟﻤﻊﺑﻨﺪﻱ ﭘﻴﺮﻭﺯﻱﻫﺎ ﻭ ﺍﻳﺠﺎﺩ ﺗﺤﻮﻝ ﺑﻴﺸﺘﺮ‬ ‫‪.٧‬‬
‫ﻧﻬﺎﺩﻳﻨﻪ ﺳﺎﺧﺘﻦ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﺟﺪﻳﺪ ﺩﺭ ﻓﺮﻫﻨﮓ‬ ‫‪.٨‬‬

‫ﻣﺪﻳﺮﻳﺖ ﺩﺭ ﻣﻘﺎﺑﻞ ﺭﻫﺒﺮﻱ‬

‫ﻣﻬﻢ ﺗﺮﻳﻦ ﺟﻨﺒﻪ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪ :‬ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ‪ ،‬ﺑﻮﺩﺟﻪ ﺑﻨﺪﻱ‪ ،‬ﺳـﺎﺯﻣﺎﻥ ﺩﻫـﻲ‪ ،‬ﺗـﺄﻣﻴﻦ ﻧﻴـﺮﻭﻱ ﺍﻧﺴـﺎﻧﻲ‪،‬‬
‫ﻛﻨﺘﺮﻝ‪ ،‬ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﻭ ﺣﻞ ﻣﺴﺌﻠﻪ‪ .‬ﺩﺭ ﺣﺎﻟﻲ ﻛﻪ ﺭﻫﺒﺮﻱ ﻣﺠﻤﻮﻋﻪ ﻓﺮﺍﻳﻨﺪﻫﺎﻳﻲ ﺍﺳﺖ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ ﻣﻮﻗﻌﻴـﺖ‬
‫ﺑﺮﺗﺮ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ ﻳﺎ ﺁﻥ ﺭﺍ ﺑﻪﻧﻮﻋﻲ ﺑﺎ ﺗﻐﻴﻴﺮ ﺷﺮﺍﻳﻂ ﻣﻨﻄﺒﻖ ﻣﻲﺳﺎﺯﺩ‪.‬‬
‫ﺍﻣﺮﻭﺯﻩ ﻣﺘﺄﺳﻔﺎﻧﻪ ﺗﻜﻴﻪ ﺑﺮ ﻣﺪﻳﺮﻳﺖ ﭼﻨﺎﻥ ﺩﺭ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻧﻬﺎﺩﻳﻨﻪ ﺷﺪﻩ ﻛﻪ ﻛﺎﺭﻛﻨـﺎﻥ ﺭﺍ ﺍﺯ ﻳـﺎﺩﮔﻴﺮﻱ‬
‫ﻣﻬﺎﺭﺕ ﺩﻟﺴﺮﺩ ﻛﺮﺩﻩ ﺍﺳﺖ‪.‬‬

‫ﺑﺨﺶ ﺩﻭﻡ‬
‫ﺗﺸﺮﻳﺢ ﻓﺮﺍﻳﻨﺪ ﻫﺸﺖ ﻣﺮﺣﻠﻪﺍﻱ‬

‫ﺍﻳﺠﺎﺩ ﺍﺣﺴﺎﺱ ﺿﺮﻭﺭﺕ ﻭ ﻓﻮﺭﻳﺖ‬

‫ﻳﻌﻨﻲ ﺑﺮﺭﺳﻲ ﺑﺎﺯﺍﺭ ﻭ ﻭﺍﻗﻌﻴﺖﻫﺎﻱ ﺭﻗﺎﺑﺘﻲ ﻣﻮﺟﻮﺩ ﺩﺭ ﺁﻥ؛ ﺗﺸﺨﻴﺺ ﻭ ﺑﺤﺚ ﺩﺭﺑﺎﺭﻩ ﺑﺤﺮﺍﻥﻫﺎ؛ ﺑﺤﺮﺍﻥﻫﺎﻱ ﺑﺎﻟﻘﻮﻩ ﻭ‬
‫ﻓﺮﺻﺖﻫﺎﻱ ﻋﻤﺪﻩ‪ .‬ﺍﻳﺠﺎﺩ ﺍﺣﺴﺎﺱ ﺿﺮﻭﺭﺕ ﻭ ﻓﻮﺭﻳﺖ ﺑﺮﺍﻱ ﺟﻠﺐ ﻭ ﺟﺬﺏ ﻫﻤﻜﺎﺭﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﺴـﻴﺎﺭ ﺣﻴـﺎﺗﻲ ﻭ‬
‫ﺿﺮﻭﺭﻱ ﺍﺳﺖ‪ .‬ﻣﻌﻤﻮﻻﹰ ﺯﻣﺎﻧﻲ ﻛﻪ ﺳﻄﻮﺡ ﺭﺍﺣﺖﻃﻠﺒﻲ ﺑﺎﻻﺳﺖ‪ ،‬ﺗﺤﻮﻻﺕ ﺭﺍﻩ ﺑﻪ ﺟﺎﻳﻲ ﻧﻤﻲﺑﺮﻧﺪ‪ .‬ﺣﺘﻲ ﺯﻣـﺎﻧﻲ ﻛـﻪ‬
‫ﺍﻓﺮﺍﺩ ﻓﻌﺎﻟﻴﺖ ﻫﺎﻱ ﺍﻳﺠﺎﺩ ﺗﺤﻮﻝ ﺭﺍ ﺑﺎ ﺍﻗﺪﺍﻣﺎﺕ ﻛﺎﻫﻨﺪﻩ ﺭﺍﺣﺖﻃﻠﺒـﻲ ﺁﻏـﺎﺯ ﻣـﻲﻛﻨﻨـﺪ‪ ،‬ﮔـﺎﻫﻲ ﺧـﻮﺩ ﺭﺍ ﻣﺘﻘﺎﻋـﺪ‬
‫ﻣﻲﺳﺎﺯﻧﺪ ﻛﻪ ﺍﻳﻦ ﻛﺎﺭ ﺷﺎﻕ ﺭﺍ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺎ ﻓﻌﺎﻟﻴﺖ ﺑﻴﺸﺘﺮ ﺑﺪﻭﻥ ﻧﻴﺎﺯ ﺑﻪ ﺣﺬﻑ ﺭﺍﺣﺖﻃﻠﺒﻲ ﻫـﻢ ﺍﻧﺠـﺎﻡ ﺩﻫﻨـﺪ‪.‬‬
‫ﺍﻓﺮﺍﺩ ﻗﺎﺑﻞ ﻭ ﺗﻮﺍﻧﻤﻨﺪ ﺑﺴﻴﺎﺭﻱ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪﺍﻧﺪ ﻛﻪ ﮔﺮﻓﺘﺎﺭ ﺍﻳﻦ ﺩﺍﻡ ﺷﺪﻩﺍﻧﺪ‪ .‬ﺍﻓﺮﺍﺩ ﺑﻴﺮﻭﻥ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻣﻲﺗﻮﺍﻧﻨـﺪ‬
‫‪6‬‬ ‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪/‬‬

‫ﺩﺭ ﺍﻳﻦ ﻣﻮﺭﺩ ﻣﻔﻴﺪ ﺑﺎﺷﻨﺪ‪ .‬ﺑﺎﻳﺴﺘﻲ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ ﻣﻄﻠﻊ‪ ،‬ﻋﺮﺿﻪﻛﻨﻨﺪﮔﺎﻥ ﻭ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﺳﺆﺍﻝ ﺷﻮﺩ ﻛﻪ ﭼﻪ ﺍﻳﺪﻩﺍﻱ‬
‫ﺩﺍﺭﻧﺪ‪ ،‬ﺁﻳﺎ ﺳﻄﺢ ﻓﻮﺭﻳﺖ ﻭ ﺿﺮﻭﺭﺕ ﺑﻪ ﺣﺪ ﻛﺎﻓﻲ ﺑﺎﻻﺳﺖ؟ ﺁﻳﺎ ﺭﺍﺣﺖﻃﻠﺒﻲ ﺑﻪ ﻣﻴﺰﺍﻥ ﻛﺎﻓﻲ ﭘﺎﻳﻴﻦ ﺍﺳﺖ؟‬

‫ﺍﻳﺠﺎﺩ ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎ‬

‫ﻳﻌﻨﻲ ﮔﺮﺩ ﻫﻢ ﺁﻭﺭﺩﻥ ﮔﺮﻭﻫﻲ ﻛﻪ ﺑﺮﺍﻱ ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ﺍﺯ ﺍﻗﺘﺪﺍﺭ ﻛﺎﻓﻲ ﺑﺮﺧـﻮﺭﺩﺍﺭ ﺑﺎﺷـﻨﺪ ﻭ ﻫـﺪﺍﻳﺖ ﮔـﺮﻭﻩ ﺑـﻪ‬
‫ﻧﺤﻮﻱ ﻛﻪ ﻫﻤﺎﻧﻨﺪ ﻳﻚ ﺗﻴﻢ ﻭﺍﺣﺪ ﻣﺘﺤﺪﺍﻟﺸﻜﻞ ﻛﺎﺭ ﻛﻨﻨﺪ‪ .‬ﺍﻳﻦ ﻳﻚ ﺑﺎﻭﺭ ﺧﻄﺮﻧﺎﻙ ﺍﺳﺖ ﻛﻪ ﺗﺤـﻮﻝ ﻭ ﻣﻮﻓﻘﻴـﺖ ﺩﺭ‬
‫ﺁﻥ ﺭﺍ ﻓﻘﻂ ﺑﻪ ﻳﻚ ﻧﻔﺮ ﻧﺴﺒﺖ ﺩﻫﻴﻢ‪ ،‬ﭼﺮﺍ ﻛﻪ ﻳﻚ ﺗﺤﻮﻝ ﺑﺰﺭﮒ ﺩﺷﻮﺍﺭﺗﺮ ﺍﺯ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﻳﻚ ﻧﻔـﺮ ﺑـﻪ ﺳـﺎﺩﮔﻲ‬
‫ﺑﺘﻮﺍﻧﺪ ﺁﻥ ﺭﺍ ﻫﺪﺍﻳﺖ ﻛﻨﺪ؛ ﻭﺟﻮﺩ ﺗﻴﻤﻲ ﻣﻘﺘﺪﺭ ﺑﺮﺍﻱ ﺗﺪﺍﻭﻡ ﻓﺮﺍﻳﻨﺪ ﺗﺤﻮﻝ ﺿـﺮﻭﺭﺕ ﺩﺍﺭﺩ‪ .‬ﻫـﻴﭻ ﻓـﺮﺩﻱ ﺗـﺎﻛﻨﻮﻥ‬
‫ﻧﺘﻮﺍﻧﺴﺘﻪ ﺍﺳﺖ ﺁﺭﻣﺎﻧﻲ ﻣﻨﺎﺳﺐ ﺧﻠﻖ ﻛﻨﺪ؛ ﺁﻧﺮﺍ ﺑﻪ ﺍﻓﺮﺍﺩ ﺩﻳﮕﺮ ﺍﻧﺘﻘﺎﻝ ﺩﻫﺪ؛ ﻣﻮﺍﻧﻊ ﺭﺍ ﺍﺯ ﺑﻴﻦ ﺑﺒﺮﺩ ﻭ ﭘﻴﺮﻭﺯﻱﻫـﺎﻱ‬
‫ﻛﻮﺗﺎﻩﻣﺪﺕ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩ ﻭ ﺁﻥ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﻧﻬﺎﺩﻳﻨﻪ ﻛﻨﺪ‪ .‬ﺍﺋﺘﻼﻑﻫﺎﻱ ﺿﻌﻴﻒ ﺣﺘﻲ ﺍﺯ ﺍﻳﻦ ﻫﻢ‬
‫ﺑﺪﺗﺮ ﻫﺴﺘﻨﺪ‪ .‬ﻫﻤﻴﺸﻪ ﻳﻚ ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎﻱ ﻣﻘﺘﺪﺭ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺍﺳﺖ‪ .‬ﺍﺋﺘﻼﻓﻲ ﺑﺎ ﺳﺎﺧﺘﺎﺭ ﺻﺤﻴﺢ‪ ،‬ﺳـﻄﻮﺡ ﻣﻨﺎﺳـﺐ‬
‫ﺍﻋﺘﻤﺎﺩ ﻭ ﺍﻫﺪﺍﻑ ﻣﺸﺘﺮﻙ‪ .‬ﭘﺲ ﭼﺮﺍ ﻣﺪﻳﺮﺍﻥ ﺍﻏﻠﺐ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺗﺤﻮﻻﺕ ﺍﺯ ﺗﻴﻢﻫﺎ ﺍﺳـﺘﻔﺎﺩﻩ ﻧﻤـﻲﻛﻨﻨـﺪ؟ ﺍﻏﻠـﺐ‬
‫ﻣﺪﻳﺮﺍﻥ ﻓﻌﻠﻲ ﺩﺭ ﺯﻣﺎﻧﻲ ﺭﺷﺪ ﻛﺮﺩﻩﺍﻧﺪ ﻛﻪ ﻛﺎﺭ ﺗﻴﻤﻲ ﺿﺮﻭﺭﻱ ﻧﺒﻮﺩﻩ ﺍﺳﺖ‪ .‬ﺭﻭﺵﻫﺎﻱ ﺳﻠﺴﻠﻪ ﻣﺮﺍﺗﺒﻲ ﻣﺮﺳـﻮﻡ‬
‫ﺑﻮﺩﻩ ﻭ ﻳﻚ ﺭﻳﻴﺲ ﻣﺘﻜﻲ ﺑﻪ ﮔﺰﺍﺭﺵﻫﺎﻳﻲ ﺑﻮﺩ ﻛﻪ ﺑﺎﻳﺴﺘﻲ ﻣﺴﺘﻘﻴﻤﺎﹰ ﺑﻪ ﺍﻭ ﺩﺍﺩﻩ ﻣـﻲﺷـﺪ ﻭ ﺑـﺎ ﻭﺟـﻮﺩ ﺁﮔـﺎﻫﻲ ﺍﺯ‬
‫ﻋﻤﻠﻜﺮﺩﻫﺎﻱ ﺿﻌﻴﻒ‪ ،‬ﭼﺴﺒﻴﺪﻥ ﺑﻪ ﺭﻭﺵﻫﺎﻱ ﻛﻬﻨﻪ ﺭﺍ ﻋﻠﻲﺭﻏﻢ ﻧﺎﻛﺎﺭﺁﻣﺪﻱ ﺗﺮﺟﻴﺢ ﻣﻲﺩﺍﺩﻧﺪ‪.‬‬
‫ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻳﻚ ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎﻱ ﺍﺛﺮﺑﺨﺶ ﺑﺎﻳﺴﺘﻲ ﭼﻬﺎﺭ ﻭﻳﮋﮔﻲ ﻛﻠﻴﺪﻱ ﺭﺍ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺖ‪:‬‬
‫ﻗﺪﺭﺕ ﻣﻮﻗﻌﻴﺖ‪ :‬ﺁﻳﺎ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻛﺎﻓﻲ ﺍﻓﺮﺍﺩ ﻛﻠﻴﺪﻱ ﺩﺭ ﺍﻳﻦ ﺍﺋﺘﻼﻑ ﺷﺮﻛﺖ ﺩﺍﺭﻧﺪ ﺗﺎ ﺩﻳﮕﺮ ﺍﻓﺮﺍﺩ ﻧﺘﻮﺍﻧﻨـﺪ‬ ‫‪.١‬‬
‫ﺳﺪّﻱ ﺩﺭ ﺑﺮﺍﺑﺮ ﺗﺤﻮﻝ ﺍﻳﺠﺎﺩ ﻛﻨﻨﺪ؟‬
‫ﺗﺨﺼﺺ‪ :‬ﺁﻳﺎ ﻧﮕﺮﺵﻫﺎﻱ ﮔﻮﻧﺎﮔﻮﻥ ﻛﻪ ﺑﺎ ﻭﻇﻴﻔﻪ ﻣﻮﺭﺩ ﻧﻈﺮ ﻣـﺮﺗﺒﻂ ﺍﺳـﺖ‪ ،‬ﻭﺟـﻮﺩ ﺩﺍﺭﺩ ﺗـﺎ ﺗﺼـﻤﻴﻤﺎﺕ‬ ‫‪.٢‬‬
‫ﺻﺤﻴﺢ ﻭ ﻫﻮﺷﻤﻨﺪﺍﻧﻪ ﮔﺮﻓﺘﻪ ﺷﻮﺩ؟‬
‫ﺍﻋﺘﺒﺎﺭ‪ :‬ﺁﻳﺎ ﮔﺮﻭﻩ ﺍﺋﺘﻼﻑ ﺍﺯ ﺷﻬﺮﺗﻲ ﺧﻮﺏ ﺩﺭ ﺷﺮﻛﺖ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺍﺳﺖ ﺗﺎ ﻧﻈﺮﺍﺕ ﺁﻧﺎﻥ ﺭﺍ ﺩﻳﮕـﺮ ﻛﺎﺭﻛﻨـﺎﻥ‬ ‫‪.٣‬‬
‫ﺷﺮﻛﺖ ﺟﺪﻱ ﺗﻠﻘﻲ ﻛﻨﻨﺪ؟‬
‫ﺭﻫﺒﺮﻱ‪ :‬ﺁﻳﺎ ﮔﺮﻭﻩ ﺍﺯ ﺭﻫﺒﺮﺍﻧﻲ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺍﺳﺖ ﻛﻪ ﺑﺘﻮﺍﻧﻨﺪ ﻓﺮﺍﻳﻨﺪ ﺗﺤﻮﻝ ﺭﺍ ﺑﻪﺧﻮﺑﻲ ﻫﺪﺍﻳﺖ ﻛﻨﻨﺪ؟‬ ‫‪.٤‬‬
‫ﺗﺮﻛﻴﺐ ﺍﻋﺘﻤﺎﺩ ﻭ ﻳﻚ ﻫﺪﻑ ﻣﺸﺘﺮﻙ ﺑﻴﻦ ﺍﻓﺮﺍﺩِ ﺩﺍﺭﺍﻱ ﻭﻳﮋﮔﻲﻫﺎﻱ ﺻﺤﻴﺢ ﻭ ﻣﻨﺎﺳﺐ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﺍﻳﺠﺎﺩ ﻳـﻚ‬
‫ﺗﻴﻢ ﻗﻮﻱ ﻣﻨﺠﺮ ﺷﻮﺩ‪ .‬ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎﻱ ﺣﺎﺻﻞ‪ ،‬ﺍﺯ ﻇﺮﻓﻴﺖ ﻻﺯﻡ ﺑﺮﺍﻱ ﻭﻗﻮﻉ ﺗﺤﻮﻝ ﺑﺮﺧـﻮﺭﺩﺍﺭ ﺧﻮﺍﻫـﺪ ﺑـﻮﺩ‪ .‬ﺍﻳـﻦ‬
‫ﺍﺋﺘﻼﻑ ﺩﺍﺭﺍﻱ ﻇﺮﻓﻴﺖ ﻻﺯﻡ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﻛﺎﺭ ﺳﺨﺖ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻳﺠﺎﺩ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‪ ،‬ﺍﻧﺘﻘﺎﻝ ﺁﻥ ﺑﻪ ﺩﻳﮕـﺮﺍﻥ‬
‫ﻭ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻱ ﺍﻓﺮﺍﺩ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺍﻗﺪﺍﻣﺎﺕ ﻓﺮﺍﮔﻴﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﻭ ﻧﻴﺰ ﺍﺯ ﺍﻋﺘﺒﺎﺭ ﻻﺯﻡ ﺟﻬﺖ ﺍﻳﺠﺎﺩ ﻣﻮﻓﻘﻴـﺖﻫـﺎﻱ‬
‫ﻛﻮﺗﺎﻩﻣﺪﺕ ﻭ ﺭﺍﻫﺒﺮﻱ ﻭ ﻣﺪﻳﺮﻳﺖ ﻃﺮﺡ ﺗﺤﻮﻝ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺧﻮﺍﻫﺪ ﺑﻮﺩ ﻭ ﻣﻲﺗﻮﺍﻧﺪ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﺟﺪﻳﺪ ﺭﺍ ﻋﻤﻴﻘﺎﹰً ﺩﺭ‬
‫ﺩﺍﺧﻞ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﻧﻔﻮﺫ ﺩﺍﺩﻩ ﻭ ﻧﻬﺎﺩﻳﻨﻪ ﻛﻨﺪ‪.‬‬
‫ﺑﺮﺍﻱ ﺗﺤﻘﻖ ﺍﻳﻦ ﺍﻣﺮ ﻻﺯﻡ ﺍﺳﺖ ﺍﻓﺮﺍﺩ ﻣﻨﺎﺳﺐ ﺑﺎ ﻭﻳﮋﮔﻲﻫﺎﻱ ﺯﻳﺮ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﺷﻮﻧﺪ‪:‬‬
‫ﺑﺎ ﻣﻮﻗﻌﻴﺖ ﻗﻮﻱ‪ ،‬ﺗﺨﺼﺺ ﺑﺎﻻ ﻭ ﺍﻋﺘﺒﺎﺭ ﻗﺎﺑﻞ ﻗﺒﻮﻝ‪ ،‬ﻣﻬﺎﺭﺕﻫﺎﻱ ﻣﺪﻳﺮﻳﺘﻲ ﺑﻪ ﻭﻳﮋﻩ ﺭﻫﺒﺮﻱ‪.‬‬
‫ﺍﻳﺠﺎﺩ ﺍﻋﺘﻤﺎﺩ ﺑﺎ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺑﻪ ﺩﻗﺖ ﻃﺮﺍﺣﻲ ﺷﺪﻩ ﺑﺮﻭﻥﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺑﺎ ﻣﺬﺍﻛﺮﻩ ﻭ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻣﺸﺘﺮﻙ‪.‬‬
‫ﺍﻳﺠﺎﺩ ﻫﺪﻑ ﻣﺸﺘﺮﻙ ﻣﻨﺎﺳﺐ ﺑﺮﺍﻱ ﺭﻳﻴﺲ‪ ،‬ﺧﻮﺷﺎﻳﻨﺪ ﺑﺮﺍﻱ ﻛﺎﺭﻛﻨﺎﻥ‪.‬‬
‫‪7‬‬ ‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪/‬‬

‫ﻣﻌﻤﻮﻻ ﭼﻨﻴﻦ ﻓﻌﺎﻟﻴﺖﻫﺎﻳﻲ ﺩﺭ ﻣﺤﻴﻂﻫﺎﻳﻲ ﻛﻪ ﺣﺮﻛﺖﺷﺎﻥ ﻛﻨﺪ ﺑﻮﺩ ﻭ ﺩﺭ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﺍﻗﺘﺼـﺎﺩ ﺟﻬـﺎﻧﻲ ﻧﻴﺴـﺘﻨﺪ‪،‬‬
‫ﻛﺎﺭﺳﺎﺯ ﻧﻴﺴﺖ‪ .‬ﺍﻣﺮﻭﺯﻩ ﻭ ﺩﺭ ﺁﻳﻨﺪﻩ ﻧﺰﺩﻳﻚ ﺧﻮﺍﻫﻴﻢ ﺩﻳﺪ ﻛﻪ ﺗﻼﺵﻫﺎﻱ ﻣﻀﺎﻋﻔﻲ ﺑﺮﺍﻱ ﺗﺤﻮﻝ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑـﻪ‬
‫ﻭﺟﻮﺩ ﺧﻮﺍﻫﺪ ﺁﻣﺪ‪ .‬ﺍﻣﺎ ﺗﺤﻮﻝ ﺑﺪﻭﻥ ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎﻱ ﻣﻘﺘﺪﺭ ﺍﺯ ﺣﺮﻛﺖ ﺑﺎﺯ ﻣﻲﻣﺎﻧﺪ ﻭ ﺳﻜﻮﻥ ﻭ ﺑﻲﺗﺤﺮﻛـﻲ ﺭﺷـﺪ‬
‫ﻣﻲﻛﻨﺪ‪.‬‬

‫ﺗﻮﺳﻌﻪ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫ﻳﻌﻨﻲ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﺩﻥ ﭼﺸﻢﺍﻧﺪﺍﺯﻱ ﻛﻪ ﺗﻼﺵﻫﺎﻱ ﺗﻐﻴﻴﺮ ﺭﺍ ﻫﺪﺍﻳﺖ ﻛﻨﺪ‪ ،‬ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻳﻲ ﺭﺍ ﺑﺮﺍﻱ ﺩﺳـﺘﻴﺎﺑﻲ ﺑـﻪ‬
‫ﭼﺸﻢﺍﻧﺪﺍﺯ ﺗﻮﺳﻌﻪ ﺩﻫﺪ‪ .‬ﭼﺸﻢﺍﻧﺪﺍﺯ ﺍﺷﺎﺭﻩ ﺑﻪ ﺗﺼﻮﻳﺮﻱ ﺭﻭﺷﻦ ﺍﺯ ﺁﻳﻨﺪﻩ ﺩﺍﺭﺩ ﻛﻪ ﺑﻪ ﺍﻓﺮﺍﺩ ﻧﺸﺎﻥ ﻣﻲﺩﻫـﺪ ﭼـﺮﺍ‬
‫ﺑﺮﺍﻱ ﺧﻠﻖ ﺁﻥ ﺑﺎﻳﺪ ﺗﻼﺵ ﻛﻨﻨﺪ‪ .‬ﺩﺭ ﻓﺮﺍﻳﻨﺪ ﺗﺤﻮﻝ ﻳﻚ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺧﻮﺏ ﺳﻪ ﻫﺪﻑ ﻣﻬﻢ ﺭﺍ ﺩﺍﺭﺍﺳﺖ‪:‬‬
‫ﺑﺎ ﺭﻭﺷﻦ ﻛﺮﺩﻥ ﻣﺴﻴﺮ ﺗﺤﻮﻝ ﻣﻲﺗﻮﺍﻧﺪ ﺻﺪﻫﺎ ﻳﺎ ﻫﺰﺍﺭﺍﻥ ﺗﺼﻤﻴﻢ ﻣﻔﺼﻞ ﺭﺍ ﺳﺎﺩﻩﺗﺮ ﺑﻴﺎﻥ ﻛﻨﺪ‪.‬‬ ‫•‬
‫ﺑﻪ ﺍﻓﺮﺍﺩ ﺍﻧﮕﻴﺰﻩ ﺍﻗﺪﺍﻡ ﻭ ﻛﺎﺭ ﻣﻲﺩﻫﺪ‪.‬‬ ‫•‬
‫ﻣﻲﺗﻮﺍﻧﺪ ﺍﻗﺪﺍﻣﺎﺕ ﺍﻓﺮﺍﺩ ﻣﺨﺘﻠﻒ ﺭﺍ ﺑﻪ ﺷﻴﻮﻩﺍﻱ ﻛﺎﻣﻼﹰً ﺳﺮﻳﻊ ﻭ ﻛﺎﺭﺁﻣﺪ ﻫﻤﺎﻫﻨﮓ ﻛﻨﺪ‪.‬‬ ‫•‬

‫ﺭﺍﺑﻄﻪ ﭼﺸﻢﺍﻧﺪﺍﺯ‪ ،‬ﺍﺳﺘﺮﺍﺗﮋﻱ‪ ،‬ﺑﺮﻧﺎﻣﻪﻫﺎ ﻭ ﺑﻮﺩﺟﻪﻫﺎ‬

‫ﺗﺼﻮﻳﺮ ﻣﻠﻤﻮﺱ ﺍﺯ ﺁﻳﻨﺪﻩ‬ ‫ﭼﺸﻢﺍﻧﺪﺍﺯ‬

‫ﺭﻫﺒﺮﻱ ﺧﻼﻕ‬
‫ﺭﻭﺵ ﻧﻴﻞ ﺑﻪ ﭼﺸﻢﺍﻧﺪﺍﺯ‬ ‫ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫ﻣﺮﺍﺣﻞ ﻭ ﺟﺪﺍﻭﻝ ﺯﻣﺎﻧﻲ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ‬ ‫ﺑﺮﻧﺎﻣﻪﻫﺎ‬

‫ﻣﺪﻳﺮﻳﺖ ﺧﻼﻕ‬
‫ﻛﻪ ﺑﻪ ﻃﺮﺡﻫﺎ ﻭ ﺍﻫﺪﺍﻑ ﻣﺎﻟﻲ ﻣﺒﺪﻝ ﻣﻲﺷﻮﺩ‬ ‫ﺑﻮﺩﺟﻪﻫﺎ ﻭﺑﺮﻧﺎﻣﻪﻫﺎﻳﻲ‬
‫‪8‬‬ ‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪/‬‬

‫ﭼﺸﻢﺍﻧﺪﺍﺯ ﺍﺛﺮﺑﺨﺶ ﺣﺪﺍﻗﻞ ﺑﺎﻳﺴﺘﻲ ﺩﺍﺭﺍﻱ ﺷﺶ ﻭﻳﮋﮔﻲ ﺍﺻﻠﻲ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺑﺎﺷﺪ‪:‬‬
‫ﺗﺼﻮﻳﺮﻱ ﺍﺯ ﺁﻳﻨﺪﻩ ﺍﺭﺍﺋﻪ ﺩﻫﺪ‪.‬‬ ‫‪.١‬‬
‫ﻣﻨﺎﻓﻊ ﺑﻠﻨﺪ ﻣﺪﺕ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﻭ ﺩﻳﮕﺮ ﺍﻓﺮﺍﺩ ﺭﺍ ﻧﻤﺎﻳﺶ ﺩﻫﺪ‪.‬‬ ‫‪.٢‬‬
‫ﺍﻫﺪﺍﻑ ﻭﺍﻗﻌﻲ ﻭ ﻋﻤﻠﻲ ﺭﺍ ﺩﺭﺑﺮﮔﻴﺮﺩ‪.‬‬ ‫‪.٣‬‬
‫ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻛﺎﻓﻲ ﺭﻭﺷﻦ ﺑﺎﺷﺪ ﺗﺎ ﺭﻫﻨﻤﻮﺩ ﻻﺯﻡ ﺭﺍ ﺑﺮﺍﻱ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﺍﺭﺍﺋﻪ ﺩﻫﺪ‪.‬‬ ‫‪.٤‬‬
‫ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻛﺎﻓﻲ ﻛﻠﻲ ﺑﻮﺩﻩ ﻭ ﺑﻪ ﺍﻓﺮﺍﺩ ﺍﺟﺎﺯﻩ ﺩﻫﺪ ﺗﺎ ﺩﺭ ﺷﺮﺍﻳﻂ ﻣﺘﻐﻴﺮ ﻋﻜﺲﺍﻟﻌﻤﻞﻫﺎﻱ ﻣﺨﺘﻠـﻒ ﺩﺍﺷـﺘﻪ‬ ‫‪.٥‬‬
‫ﺑﺎﺷﻨﺪ‪.‬‬
‫ﺍﻧﺘﻘﺎﻝ ﺁﻥ ﺑﻪ ﺍﻓﺮﺍﺩ ﺳﺎﺩﻩ ﺑﺎﺷﺪ‪ .‬ﻣﺜﻼ ﺣﺪﺍﻛﺜﺮ ﻇﺮﻑ ‪ ٥‬ﺩﻗﻴﻘﻪ ﺑﺘﻮﺍﻥ ﺁﻥ ﺭﺍ ﻛﺎﻣﻼﹰ ﺗﻮﺿﻴﺢ ﺩﺍﺩ‪.‬‬ ‫‪.٦‬‬
‫ﻣﻴﺰﺍﻥ ﻣﻄﻠﻮﺑﻴﺖ ﻳﻚ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺗﺤﻮﻝ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﺎ ﭘﺮﺳﻴﺪﻥ ﺳﺆﺍﻻﺕ ﺯﻳﺮ ﻣﺸﺨﺺ ﻛﺮﺩ‪:‬‬
‫ﺍﮔﺮ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺍﺟﺮﺍ ﺷﻮﺩ ﭼﻪ ﺗﺄﺛﻴﺮﻱ ﺑﺮ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺍﻫﺪ ﺩﺍﺷﺖ؟ ﺁﻳـﺎ ﺭﺿـﺎﻳﺖ ﺍﻓـﺮﺍﺩ ﺍﺩﺍﻣـﻪ ﺧﻮﺍﻫـﺪ‬ ‫‰‬

‫ﻳﺎﻓﺖ؟ ﺁﻳﺎ ﺍﻓﺮﺍﺩ ﻧﺎﺭﺍﺿﻲ ﻓﻌﻠﻲ ﺭﺍﺿﻲ ﺧﻮﺍﻫﻨﺪ ﺷﺪ؟ ﺁﻳﺎ ﻣﺸﺘﺮﻳﺎﻥ ﺟﺪﻳﺪﻱ ﺟﺬﺏ ﺧﻮﺍﻫﺪ ﻛـﺮﺩ؟ ﺁﻳـﺎ ﺩﺭ‬
‫ﺁﻳﻨﺪﻩ ﺭﻗﺎﺑﺘﻲﺗﺮ ﺧﻮﺍﻫﻴﻢ ﺷﺪ؟‬
‫ﺍﻳﻦ ﭼﺸﻢﺍﻧﺪﺍﺯ ﭼﻪ ﺗﺄﺛﻴﺮﻱ ﺑﺮ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﺧﻮﺍﻫﺪ ﺩﺍﺷﺖ؟ ﺁﻳﺎ ﺭﺿﺎﻳﺖ ﺁﻧﻬﺎ ﺗـﺄﻣﻴﻦ ﺧﻮﺍﻫـﺪ ﺷـﺪ؟ ﺁﻳـﺎ‬ ‫‰‬

‫ﺍﺟﺮﺍﻱ ﺗﺤﻮﻝ ﻣﻮﺟﺒﺎﺕ ﺑﺮﮔﺸﺖ ﻣﺎﻟﻲ ﺑﻬﺘﺮﻱ ﺧﻮﺍﻫﺪ ﺷﺪ؟‬

‫ﺗﺄﺛﻴﺮ ﺍﻳﻦ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺑﺮ ﻛﺎﺭﻛﻨﺎﻥ ﭼﻴﺴﺖ؟ ﺁﻳﺎ ﺭﺿﺎﻳﺖ ﺁﻧﻬﺎ ﺗﺪﻭﺍﻡ ﭘﻴﺪﺍ ﺧﻮﺍﻫﺪ ﻛﺮﺩ؟ ﺁﻳﺎ ﺍﮔـﺮ ﺩﺭ ﺍﺟـﺮﺍﻱ‬ ‫‰‬

‫ﺍﻳﻦ ﺗﺤﻮﻝ ﻣﻮﻓﻖ ﺷﻮﻳﻢ ﻣﻲﺗﻮﺍﻧﻴﻢ ﻧﺴﺒﺖ ﺑﻪ ﺭﻗﺒﺎ ﻓﺮﺻﺖﻫﺎﻱ ﺷﻐﻠﻲ ﺑﻬﺘﺮﻱ ﺩﺭ ﺑﺎﺯﺍﺭ ﻛﺎﺭ ﭘﻴﺸﻨﻬﺎﺩ ﻛﻨﻴﻢ؟‬

‫ﺧﻠﻖ ﭼﺸﻢﺍﻧﺪﺍﺯ‬
‫ﻃﺮﺡ ﺍﻭﻟﻴﻪ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺍﻏﻠﺐ ﺍﺯ ﻃﺮﻑ ﻳﻚ ﻧﻔﺮ ﺍﺭﺍﺋﻪ ﻣﻲﺷﻮﺩ‪ .‬ﭼﻨﻴﻦ ﻓﺮﺩﻱ ﺗﺠﺎﺭﺏ ﺧﻮﺩ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣـﻲﻛﻨـﺪ ﻭ ﺑـﻪ‬
‫ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﺍﻓﻜﺎﺭ ﺍﻫﻤﻴﺖ ﻣﻲﺩﻫﺪ ﻛﻪ ﺑﺮﺍﻱ ﺍﻭ ﻫﻢ ﻣﻌﻨﻲ ﺩﺍﺭﺩ ﻭ ﻫﻢ ﻫﻴﺠﺎﻥ ﺍﻧﮕﻴﺰ ﺑﺎﺷﺪ‪ .‬ﺧﻠﻖ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺗﻘﺮﻳﺒﺎﹰ‬
‫ﻫﻤﻴﺸﻪ ﻓﺮﺍﻳﻨﺪﻱ ﺑﻪ ﻫﻢ ﺭﻳﺨﺘﻪ‪ ،‬ﻣﺸﻜﻞ ﻭ ﮔﺎﻫﻲ ﺁﻣﻴﺨﺘﻪ ﺑﺎ ﺍﺣﺴﺎﺳﺎﺕ ﺍﺳﺖ‪.‬‬
‫ﺧﻠﻖ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺭﺍﺣﺖ ﻧﻴﺴﺖ‪ .‬ﺣﺪﺍﻗﻞ ﭘﻨﺞ ﺷﻜﻞ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺑﺮﺍﻱ ﺧﻠﻖ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪:‬‬
‫ﺍﻓﺮﺍﺩﻱ ﺑﺎ ﺍﺳﺘﻌﺪﺍﺩ ﺭﺍ ﺁﻧﭽﻨﺎﻥ ﺗﺮﺑﻴﺖ ﻛﺮﺩﻩﺍﻳﻢ ﻛﻪ ﻣﺪﻳﺮ ﺑﺎﺷﻨﺪ ﻧﻪ ﺭﻫﺒﺮ‪.‬‬ ‫‪.١‬‬
‫ﻳﻚ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺧﻮﺏ ﺍﺯ ﺳﺎﺩﮔﻲ ﻟﻄﻴﻔﻲ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺍﺳﺖ‪ .‬ﺗﺮﻛﻴﺐ ﺍﻳﻦ ﺍﻃﻼﻋﺎﺕ ﺑﻪ ﻣﻨﻈﻮﺭ ﺧﻠﻖ ﺁﻥ ﺑﺴﻴﺎﺭ‬ ‫‪.٢‬‬
‫ﭘﻴﭽﻴﺪﻩ ﺍﺳﺖ‪ .‬ﮔﺎﻫﻲ ﺑﻪ ﻛﺘﺎﺏﻫﺎ‪ ،‬ﻭ ﮔﺰﺍﺭﺵﻫﺎﻱ ﻣﺎﻟﻲ ﻭ ﺁﻣﺎﺭﻱ ﺣﺠﻴﻢ ﻭ ﻣﻔﺼﻠﻲ ﻧﻴﺎﺯ ﺍﺳﺖ ﺗﺎ ﺑﺘﻮﺍﻥ ﻳـﻚ‬
‫ﭼﺸﻢﺍﻧﺪﺍﺯ ﻳﻚ ﺻﻔﺤﻪﺍﻱ ﺧﻠﻖ ﻛﺮﺩ‪.‬‬
‫ﻫﻤﻪ ﭼﺸﻢﺍﻧﺪﺍﺯﻫﺎﻱ ﺍﺛﺮﺑﺨﺶ ﺑﺮ ﻣﺒﻨﺎﻱ ﺍﺭﺯﺵﻫﺎﻱ ﻣﺤﺴﻮﺱ ﻭ ﻧﻴﺰ ﺗﻔﻜﺮ ﺗﺤﻠﻴﻞ ﻣﻨﻄﻘﻲ ﺍﺳﺘﻮﺍﺭ ﺍﺳـﺖ ﻭ‬ ‫‪.٣‬‬
‫ﺍﻳﻦ ﺍﺭﺯﺵﻫﺎ ﻋﻤﻴﻘﺎﹰ ﺑﺎﻳﺪ ﺩﺭ ﻣﻴﺎﻥ ﺍﻋﻀﺎﻱ ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎ ﻃﻨﻴﻦﺍﻧﺪﺍﺯ ﺑﺎﺷﺪ‪.‬‬
‫ﺍﮔﺮ ﻛﺎﺭ ﮔﺮﻭﻫﻲ ﺩﺭ ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎ ﻭﺟﻮﺩ ﻧﺪﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ ،‬ﻛﻮﺗﻪﻧﻈﺮﻱ ﺧﻠﻖ ﭼﺸﻢﺍﻧـﺪﺍﺯ ﺭﺍ ﺑـﻪ ﮔﻔﺘﮕﻮﻫـﺎﻱ‬ ‫‪.٤‬‬
‫ﺑﻲﻧﺘﻴﺠﻪ ﻣﺒﺪﻝ ﺧﻮﺍﻫﺪ ﺳﺎﺧﺖ‪.‬‬
‫ﺍﮔﺮ ﺩﺭﺟﻪ ﻓﻮﺭﻳﺖ ﺑﻪ ﺣﺪ ﻛﺎﻓﻲ ﺑﺎﻻ ﻧﺒﺎﺷﺪ‪ ،‬ﻫﺮﮔﺰ ﺯﻣﺎﻥ ﻛﺎﻓﻲ ﺑﺮﺍﻱ ﺗﻜﻤﻴﻞ ﺍﻳﻦ ﻓﺮﺍﻳﻨﺪ ﻧﺨﻮﺍﻫﻴـﺪ ﻳﺎﻓـﺖ؛‬ ‫‪.٥‬‬
‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺟﻠﺴﺎﺕ ﺩﺷﻮﺍﺭ ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﺪ؛ ﻛﺎﺭ ﺩﺭ ﺍﻳﻦ ﺟﻠﺴﺎﺕ ﺑﻪ ﻛﻨﺪﻱ ﭘﻴﺶ ﻣﻲﺭﻭﺩ‪ .‬ﺗﺤﺖ ﭼﻨـﻴﻦ‬
‫ﺷﺮﺍﻳﻄﻲ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺣﺎﺻﻞ ﻣﻌﻤﻮﻻﹰً ﺑﻬﺒﻮﺩﻱ ﺍﻧﺪﻙ ﺩﺭ ﻭﺿﻌﻴﺖ ﻣﻮﺟﻮﺩ ﻳﺎ ﻳﻚ ﺑﻴﺎﻧﻴﻪ ﺟﺴﻮﺭﺍﻧﻪ ﺍﺳﺖ ﻛـﻪ‬
‫‪9‬‬ ‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪/‬‬

‫ﺍﻏﻠﺐ ﺍﻓﺮﺍﺩ ﺩﺭ ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎ ﻭﺍﻗﻌﺎﹰ ﺑﻪ ﺁﻥ ﺍﻋﺘﻘﺎﺩ ﻧﺪﺍﺭﻧﺪ ﻭ ﺍﻳﻦ ﺣﻘﻴﻘﺖ ﻛﻪ ﺍﻳﻦ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻛﺎﻣﻼﹰً ﺻـﺤﻴﺢ‬
‫ﻭ ﺑﻪ ﻣﻴﺰﺍﻥ ﻛﺎﻓﻲ ﺑﻠﻨﺪﭘﺮﻭﺍﺯﺍﻧﻪ ﻧﻴﺴﺖ‪ ،‬ﻳـﺎ ﺍﺯ ﺣﻤﺎﻳـﺖ ﻣﺤـﺪﻭﺩﻱ ﺑﺮﺧـﻮﺭﺩﺍﺭ ﺍﺳـﺖ‪ ،‬ﺳـﺮﺍﻧﺠﺎﻡ ﺳـﺒﺐ‬
‫ﻣﻲﺷﻮﺩ ﻛﻪ ﻛﻮﺷﺶ ﺗﺤﻮﻝ ﺍﺯ ﺑﻨﻴﺎﺩ ﺗﻀﻌﻴﻒ ﺷﻮﺩ‪.‬‬
‫ﺑﻪ ﺩﻟﻴﻞ ﺍﻳﻦ ﻛﻪ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻣﻌﻤﻮﻻﹰً ﺑﺎ ﻧﮕﺮﺍﻧﻲ ﻭ ﺍﺿﻄﺮﺍﺏ ﻫﻤﺮﺍﻩ ﺍﺳﺖ‪ ،‬ﺍﻏﻠﺐ ﺍﻓﺮﺍﺩ ﺗﻤﺎﻳﻞ ﺩﺍﺭﻧﺪ ﺍﻳﻦ ﻓﺮﺍﻳﻨـﺪ‬
‫ﺭﺍ ﭘﻴﺶ ﺍﺯ ﻣﻮﻗﻊ ﻭ ﺯﻭﺩﻫﻨﮕﺎﻡ ﺑﻪ ﭘﺎﻳﺎﻥ ﺭﺳﺎﻧﻨﺪ‪ .‬ﺩﻳﺮﺯﻣﺎﻧﻲ ﭘﻴﺶ ﺍﺯ ﺁﻥ ﻛﻪ ﺍﻋﻀﺎﻱ ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎ ﻓﺮﺻـﺖ ﻛـﺎﻓﻲ‬
‫ﺑﺮﺍﻱ ﺍﻧﺪﻳﺸﻴﺪﻥ‪ ،‬ﺣﺲ ﻛﺮﺩﻥ‪ ،‬ﺑﺤﺚ ﻛﺮﺩﻥ ﻭ ﻣﻨﻌﻜﺲ ﻛﺮﺩﻥ ﺁﻥ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ ،‬ﭼﺸﻢﺍﻧـﺪﺍﺯ ﺩﺭ ﻟـﻮﺡﻫـﺎﻳﻲ ﺑـﺮ‬
‫ﺩﻳﻮﺍﺭ ﻧﻘﺶ ﻣﻲﺑﻨﺪﺩ‪ .‬ﻫﻤﻴﺸﻪ ﺯﻣﺎﻧﻲ ﻛﻪ ﺍﻳﻦ ﺍﺗﻔﺎﻕ ﻣﻲﺍﻓﺘﺪ‪ ،‬ﻓﺮﺍﻳﻨﺪ ﺗﺤﻮﻝ ﺑﻪﺳﺨﺘﻲ ﺁﺳﻴﺐ ﻣﻲﺑﻴﻨﺪ‪.‬‬

‫ﺍﻧﺘﻘﺎﻝ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺗﺤﻮﻝ ﺑﻪ ﺍﻓﺮﺍﺩ‬

‫ﻳﻌﻨﻲ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻫﺮ ﻭﺳﻴﻠﻪ ﻣﻤﻜﻦ ﺑﺮﺍﻱ ﺍﻧﺘﻘﺎﻝ ﻣﺪﺍﻭﻡ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺟﺪﻳﺪ ﺑـﻪ ﺩﻳﮕـﺮﺍﻥ ﻭ ﻭﺟـﻮﺩ‬
‫ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎ ﻛﻪ ﻧﻘﺶ ﻳﻚ ﺍﻟﮕﻮ ﺭﺍ ﺑﺮﺍﻱ ﺭﻓﺘﺎﺭ ﻣﻮﺭﺩ ﺍﻧﺘﻈﺎﺭ ﺍﺯ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﻳﻚ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻋﺎﻟﻲ ﺣﺘـﻲ‬
‫ﺍﮔﺮ ﺑﻪ ﺗﻌﺪﺍﺩ ﺍﻧﺪﻛﻲ ﺍﺯ ﺍﻓﺮﺍﺩ ﻣﻨﺘﻘﻞ ﺷﻮﺩ‪ ،‬ﺍﻫﺪﺍﻑ ﻣﻬﻤﻲ ﺭﺍ ﺗﺄﻣﻴﻦ ﻣﻲﻛﻨﺪ‪ .‬ﺍﻣﺎ ﻗﺪﺭﺕ ﻭﺍﻗﻌﻲ ﻳـﻚ ﭼﺸـﻢﺍﻧـﺪﺍﺯ‬
‫ﻓﻘﻂ ﺯﻣﺎﻧﻲ ﺁﺷﻜﺎﺭ ﻣﻲﺷﻮﺩ ﻛﻪ ﺑﻴﺸﺘﺮ ﺍﻓﺮﺍﺩ ﺩﺭﮔﻴﺮ ﺩﺭ ﻓﻌﺎﻟﻴﺖ ﺗﺤﻮﻝ‪ ،‬ﺩﺭﻙ ﻣﺸـﺘﺮﻛﻲ ﺍﺯ ﺍﻫـﺪﺍﻑ ﻭ ﺟﻬـﺖ ﺁﻥ‬
‫ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ .‬ﺍﻳﻦ ﺣﺲ ﻣﺸﺘﺮﻙ ﺩﺭ ﻣﻮﺭﺩ ﻳﻚ ﺁﻳﻨﺪﻩ ﻣﻄﻠﻮﺏ ﻗﺎﺩﺭ ﺍﺳﺖ ﻓﻌﺎﻟﻴـﺖﻫـﺎﻳﻲ ﺭﺍ ﻛـﻪ ﺗﺤـﻮﻝ ﺧﻠـﻖ‬
‫ﻣﻲﻛﻨﺪ‪ ،‬ﺑﺎ ﻫﻢ ﻫﻤﺎﻫﻨﮓ ﺳﺎﺯﺩ ﻭ ﺑﻪ ﺍﻓﺮﺍﺩ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺩﺍﺩﻥ ﺁﻧﻬﺎ ﺍﻧﮕﻴﺰﻩ ﺩﻫﺪ‪ .‬ﻧﺎﺗﻮﺍﻧﻲ ﺩﺭ ﺳﻪ ﻣﺮﺣﻠﻪ ﻳـﺎﺩ ﺷـﺪﻩ‬
‫ﻗﺒﻠﻲ ﻓﺮﺍﻳﻨﺪ ﺗﺤﻮﻝ‪ ،‬ﺍﻏﻠﺐ ﻭﻗﻮﻉ ﭼﻨﻴﻦ ﻣﺸﻜﻼﺗﻲ ﺍﺳﺖ‪ .‬ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺍﺣﺴﺎﺱ ﻓﻮﺭﻳﺖ ﻭ ﺿﺮﻭﺭﺕ ﺩﺭ ﺍﻓﺮﺍﺩ ﭘـﺎﻳﻴﻦ‬
‫ﺍﺳﺖ‪ ،‬ﺑﻪ ﺍﻃﻼﻋﺎﺗﻲ ﻛﻪ ﺭﺍﺟﻊ ﺑﻪ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺟﺪﻳﺪ ﺩﺍﺩﻩ ﻣﻲﺷﻮﺩ‪ ،‬ﺑﻪﺩﻗﺖ ﮔـﻮﺵ ﻓﺮﺍﻧﻤـﻲﺩﻫﻨـﺪ‪ .‬ﺍﮔـﺮ ﺍﻋﻀـﺎﻱ‬
‫ﺍﺋﺘﻼﻑ ﺗﺤﻮﻝ ﺑﻪﺩﺭﺳﺘﻲ ﺍﻧﺘﺨﺎﺏ ﻧﺸﺪﻩ ﺑﺎﺷﻨﺪ‪ ،‬ﻗﺎﺩﺭ ﺑﻪ ﺧﻠﻖ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻭ ﺍﻧﺘﻘﺎﻝ ﺁﻥ ﺑﻪ ﻃﻮﺭ ﻣﻨﺎﺳـﺐ ﻧﺨﻮﺍﻫﻨـﺪ‬
‫ﺑﻮﺩ‪ .‬ﺍﮔﺮ ﺧﻮﺩ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻣﺒﻬﻢ ﻳﺎ ﻳﻚ ﺍﻳﺪﻩ ﺑﺪ ﺑﺎﺷﺪ‪ ،‬ﺍﺭﺍﺋﻪ ﺁﻥ ﻫﻤﺎﻧﻨﺪ ﻓـﺮﻭﺵ ﻳـﻚ ﻛـﺎﻻﻱ ﻧـﺎﻣﺮﻏﻮﺏ‪ ،‬ﺑﺴـﻴﺎﺭ‬
‫ﺩﺷﻮﺍﺭ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺣﺘﻲ ﺯﻣﺎﻧﻲ ﻛﻪ ﺳﻪ ﻣﺮﺣﻠﻪ ﺍﻭﻝ ﺑﻪﺧﻮﺑﻲ ﺍﻧﺠﺎﻡ ﮔﻴﺮﻧﺪ‪ ،‬ﺑﻪ ﺩﻟﻴـﻞ ﭘﻴﭽﻴـﺪﮔﻲ ﻣﺎﻫﻴـﺖ ﺍﻧﺘﻘـﺎﻝ‬
‫ﭼﺸﻢﺍﻧﺪﺍﺯ ﺑﻪ ﺍﻓﺮﺍﺩ‪ ،‬ﺍﻏﻠﺐ ﺑﺎﺯ ﻫﻢ ﻣﺸﻜﻼﺗﻲ ﺑﺮﻭﺯ ﻣﻲﻛﻨﺪ‪ .‬ﺗﻔﻬﻴﻢ ﻭ ﻗﺒﻮﻻﻧﺪﻥ ﻳﻚ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺧﺎﺹ ﺑﻪ ﺻﺪ ﻧﻔـﺮ‪،‬‬
‫ﻫﺰﺍﺭ ﻧﻔﺮ ﻳﺎ ﺩﻩ ﻫﺰﺍﺭ ﻧﻔﺮ ﻣﻌﻤﻮﻻﹰً ﻳﻚ ﻭﻇﻴﻔﻪ ﭘﺮﭼﺎﻟﺶ ﺍﺳﺖ‪.‬‬
‫ﺍﻧﺘﻘﺎﻝ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺗﺤﻮﻝ ﺑﻪ ﺍﻓﺮﺍﺩ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻜﻲ ﺍﺯ ﻣﺮﺍﺣﻞ ﻣﻬﻢ ﻓﺮﺍﻳﻨﺪ ﺗﺤﻮﻝ‪ ،‬ﺯﻣـﺎﻧﻲ ﺑـﺮﺍﻱ ﺳـﺎﺯﻣﺎﻥ ﻣﻔﻴـﺪ‬
‫ﺧﻮﺍﻫﺪ ﺑﻮﺩ ﻭ ﺯﻣﻴﻨﻪ ﺭﺍ ﺑﺮﺍﻱ ﺩﻳﮕﺮ ﻣﺮﺍﺣﻞ ﺁﻣﺎﺩﻩ ﺧﻮﺍﻫﺪ ﻧﻤﻮﺩ ﻛﻪ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺑﻪ ﺻﻮﺭﺗﻲ ﺍﺛﺮﺑﺨﺶ ﻭ ﻛـﺎﺭﺍ ﻣﻨﺘﻘـﻞ‬
‫ﮔﺮﺩﺩ‪.‬‬

‫ﺑﺮﺍﻱ ﺍﻧﺘﻘﺎﻝ ﺍﺛﺮﺑﺨﺶ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻫﻔﺖ ﻋﻀﻮ ﻣﻬﻢ ﺭﺍ ﺑﺎﻳﺪ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺖ‪:‬‬
‫ﻫﻤﻪ ﺍﺻﻄﻼﺣﺎﺕ ﺗﺨﺼﺼﻲ ﻭ ﺯﺑﺎﻥ ﺣﺮﻓﻪﺍﻱ ﺑﺎﻳﺪ ﻛﻨﺎﺭ ﮔﺬﺍﺷﺘﻪ ﺷﻮﻧﺪ‪.‬‬ ‫ﺳﺎﺩﮔﻲ‪:‬‬ ‫•‬
‫ﺍﺳﺘﻌﺎﺭﻩ‪ ،‬ﻗﻴﺎﺱ‪ ،‬ﻣﺜﺎﻝ‪ :‬ﻳﻚ ﺗﺼﻮﻳﺮ ﻛﻼﻣﻲ )ﻳﻌﻨﻲ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺍﺳـﺘﻌﺎﺭﻩ‪ ،‬ﻗﻴـﺎﺱ ﻭ ﻣﺜـﺎﻝ( ﻫـﺰﺍﺭ ﺑﺮﺍﺑـﺮ‬ ‫•‬
‫ﻧﻮﺷﺘﻪﻫﺎﻱ ﻛﺘﺒﻲ ﺍﺭﺯﺵ ﺩﺍﺭﺩ‪.‬‬

‫ﺗﺮﻳﺒﻮﻥﻫﺎﻱ ﻣﺘﻌﺪﺩ‪ :‬ﺟﻠﺴﺎﺕ ﺑﺰﺭﮒ ﻭ ﻛﻮﭼﻚ‪ ،‬ﻳﺎﺩﺩﺍﺷﺖﻫﺎﻱ ﻏﻴﺮ ﺭﺳﻤﻲ ﻭ ﺧﺒﺮﻧﺎﻣـﻪﻫـﺎﻱ ﺷـﺮﻛﺖ‪،‬‬ ‫•‬
‫ﺗﻌﺎﻣﻼﺕ ﺭﺳﻤﻲ ﻭ ﻏﻴﺮ ﺭﺳﻤﻲ‪ ،‬ﻫﻤﻪ ﺩﺭ ﺍﺷﺎﻋﻪ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻣﺆﺛﺮﻧﺪ‪.‬‬

‫ﺗﻜﺮﺍﺭ‪ :‬ﺍﻳﺪﻩﻫﺎ ﻓﻘﻂ ﺯﻣﺎﻧﻲ ﺩﺭ ﺍﺫﻫﺎﻥ ﺍﻓﺮﺍﺩ ﻋﻤﻴﻘﺎﹰً ﻧﻔﻮﺫ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﻛـﻪ ﺑﺎﺭﻫـﺎ ﻭ ﺑﺎﺭﻫـﺎ ﺗﻜـﺮﺍﺭ ﻭ ﺷـﻨﻴﺪﻩ‬ ‫•‬
‫ﺷﻮﻧﺪ‪.‬‬
 ‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪10 /‬‬

‫ﺭﻫﺒﺮﻱ ﺑﺎ ﺍﺭﺍﺋﻪ ﺍﻟﮕﻮ‪ :‬ﺭﻓﺘﺎﺭ ﺍﻓﺮﺍﺩ ﻣﻬﻢ ﺳﺎﺯﻣﺎﻥ ﻛﻪ ﺑﺎ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺩﺭ ﺗﻨﺎﻗﺾ ﺍﺳﺖ‪ ،‬ﺗﺄﺛﻴﺮ ﺳـﺎﻳﺮ ﺍﺷـﻜﺎﻝ‬ ‫•‬
‫ﺍﺭﺗﺒﺎﻃﻲ ﺭﺍ ﺍﺯ ﺑﻴﻦ ﻣﻲﺑﺮﺩ )ﻳﻌﻨﻲ ﺍﻓﺮﺍﺩ ﻣﻬﻢ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻳﺪ ﺧﻮﺩﺷﺎﻥ ﺭﺍ ﺍﻟﮕﻮ ﻗﺮﺍﺭ ﺩﻫﻨﺪ(‪.‬‬

‫ﻇﺎﻫﺮﻱ‪ :‬ﺗﻨﺎﻗﻀﺎﺗﻲ ﻛﻪ ﺩﺭ ﻣـﻮﺭﺩ ﺁﻧﻬـﺎ ﺗﻮﺿـﻴﺤﻲ ﺩﺍﺩﻩ ﻧﻤـﻲ ﺷـﻮﺩ‪ ،‬ﺍﻋﺘﺒـﺎﺭ ﻫﻤـﻪ‬ ‫ﺗﻮﺿﻴﺢ ﺗﻨﺎﻗﻀﺎﺕ‬ ‫•‬
‫ﺍﺭﺗﺒﺎﻃﺎﺕ ﺭﺍ ﺍﺯ ﭘﺎﻳﻪ ﺗﻀﻌﻴﻒ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫• ﺍﺭﺗﺒﺎﻁ ﺩﻭﺳﻮﻳﻪ‪ :‬ﺍﺭﺗﺒﺎﻁ ﺩﻭﺳﻮﻳﻪ ﻫﻤﻴﺸﻪ ﺍﺯ ﺍﺭﺗﺒﺎﻁ ﻳﻚﺳﻮﻳﻪ ﻣﺆﺛﺮﺗﺮ ﻭ ﻗﻮﻱﺗﺮ ﺍﺳﺖ‪.‬‬

‫ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺍﻗﺪﺍﻣﺎﺗﻲ ﻓﺮﺍﮔﻴﺮ‬

‫ﻳﻌﻨﻲ ﺭﻫﺎﻳﻲ ﺍﺯ ﻣﻮﺍﻧﻊ‪ ،‬ﺗﻐﻴﻴﺮ ﺳﻴﺴﺘﻢﻫﺎ ﻳﺎ ﺳﺎﺧﺘﺎﺭﻫﺎﻳﻲ ﻛﻪ ﭼﺸﻢﺍﻧـﺪﺍﺯ ﺭﺍ ﺍﺯ ﺭﻳﺸـﻪ ﺗﻀـﻌﻴﻒ ﻣـﻲﻛﻨﻨـﺪ‪ ،‬ﺗﺸـﻮﻳﻖ‬
‫ﺭﻳﺴﻚﭘﺬﻳﺮﻱ ﻭ ﺍﺳﺘﻘﺒﺎﻝ ﺍﺯ ﺍﻧﺪﻳﺸﻪﻫﺎ‪ ،‬ﻓﻌﺎﻟﻴﺖﻫﺎ ﻭ ﻋﻤﻠﻴﺎﺕ ﻏﻴﺮ ﺳﻨﺘﻲ‪ .‬ﺩﺭ ﺩﻧﻴﺎﻱ ﺍﻣﺮﻭﺯ ﻛﻪ ﺑﻪ ﺳﺮﻋﺖ ﺩﺭ ﺣﺎﻝ‬
‫ﺗﺤﻮﻝ ﺍﺳﺖ‪ ،‬ﻛﻤﻚ ﺑﻪ ﺗﻌﺪﺍﺩ ﺑﻴﺸﺘﺮﻱ ﺍﺯ ﺍﻓﺮﺍﺩ ﺑﺮﺍﻱ ﻗﻮﻱﺗﺮ ﺷﺪﻥ ﺩﺍﺭﺍﻱ ﺍﻫﻤﻴﺖ ﺍﺳﺖ‪.‬‬
‫ﺩﺭ ﺑﺨﺶ ﺭﻫﺎﻳﻲ ﺍﺯ ﻣﻮﺍﻧﻊ ﺑﺎﻳﺪ ﺩﻳﺪ ﭼﻪ ﻣﻮﺍﻧﻊ ﻣﻬﻤﻲ ﺩﺭ ﻣﻘﺎﺑﻞ ﻗﺮﺍﺭ ﺩﺍﺭﻧﺪ ﻭ ﺑﺎﻳﺴﺘﻲ ﺍﺯ ﻣﻴﺎﻥ ﺑﺮﺩﺍﺷﺘﻪ ﺷﻮﻧﺪ‪.‬‬
‫ﺍﻳﻦ ﻣﻮﺍﻧﻊ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪ :‬ﺳﺎﺧﺘﺎﺭﻫﺎ‪ ،‬ﻣﻬﺎﺭﺕﻫﺎ‪ ،‬ﺳﻴﺴﺘﻢﻫﺎ ﻭ ﺳﺮﭘﺮﺳﺘﺎﻥ‬

‫»ﻣﻮﺍﻧﻊ ﺗﻮﺍﻧﻤﻨﺪﺳﺎﺯﻱ«‬

‫ﺳﺎﺧﺘﺎﺭﻫﺎﻱ ﺭﺳﻤﻲ‪ ،‬ﺍﻗﺪﺍﻣﺎﺕ ﺭﺍ ﻣﺸﻜﻞ ﻣﻲﺳﺎﺯﻧﺪ‬

‫ﻛﺎﺭﻛﻨﺎﻥ ﭼﺸﻢ ﺍﻧﺪﺍﺯ ﺟﺪﻳﺪ ﺭﺍ‬

‫ﺭﺅﺳﺎ ﺑﺎ ﺍﻗـﺪﺍﻣﺎﺗﻲ ﻛـﻪ‬
‫ﺩﺭﻙ ﻣﻲ ﻛﻨﻨﺪ ﻭ ﻣﻲ ﺧﻮﺍﻫﻨﺪ‬ ‫ﻓﻘــﺪﺍﻥ ﻣﻬــﺎﺭﺕﻫــﺎﻱ‬
‫ﺑـــﺎ ﻫـــﺪﻑ ﺍﺟـــﺮﺍﻱ‬
‫ﻛﻪ ﺁﻥ ﺭﺍ ﺑﻪ ﻭﺍﻗﻌﻴﺖ ﺗﺒـﺪﻳﻞ‬ ‫ﻣﻮﺭﺩ ﻧﻴﺎﺭ‪ ،‬ﺍﻗـﺪﺍﻣﺎﺕ ﺭﺍ‬
‫ﭼﺸﻢﺍﻧﺪﺍﺯ ﺟﺪﻳﺪ ﺍﻧﺠﺎﻡ‬
‫ﻛﻨﻨــﺪ‪ ،‬ﺍﻣــﺎ ﺩﺭ ﻣﺤﺎﺻــﺮﻩ ﻭ‬ ‫ﺍﺯ ﺑﻦ ﺗﻀﻌﻴﻒ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﻣــﻲﺷــﻮﻧﺪ‪ ،‬ﻣﺨﺎﻟﻔــﺖ‬
‫ﻓﺸﺎﺭ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ‬
‫ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﺳﻴﺴﺘﻢﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﻭ ﭘﺮﺳﻨﻠﻲ‪،‬‬

‫ﺍﺟﺮﺍﻱ ﺁﻥ ﺭﺍ ﻣﺸﻜﻞ ﻣﻲﺳﺎﺯﻧﺪ‪.‬‬
‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪11 /‬‬

‫ﺳﺎﺧﺘﺎﺭ ﺩﺭ ﻣﺮﺍﺣﻞ ﺍﻭﻟﻴﻪ ﻫﻤﻴﺸﻪ ﻳﻚ ﻣﺎﻧﻊ ﺑﺰﺭﮒ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﺤﻮﻻﺕ ﻧﻴﺴﺖ‪ ،‬ﺍﻣﺎ ﻣـﻮﺍﺭﺩ ﺑﺴـﻴﺎﺭﻱ ﻣﺸـﺎﻫﺪﻩ‬
‫ﻣﻲﺷﻮﺩ ﻛﻪ ﺳﻠﺴﻠﻪ ﻣﺮﺍﺗﺐ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺳﺎﺧﺘﺎﺭ ﺁﻥ‪ ،‬ﺑﺎ ﻧﺎﺗﻮﺍﻥ ﻛﺮﺩﻥ ﺍﻓﺮﺍﺩ‪ ،‬ﭼﺸﻢﺍﻧﺪﺍﺯ ﺭﺍ ﺗﻀﻌﻴﻒ ﻛﺮﺩﻩ ﺍﺳﺖ‪.‬‬
‫ﺑﻪ ﻧﻤﻮﺩﺍﺭ ﺯﻳﺮ ﻛﻪ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺭﺍ ﺩﺭ ﺭﺍﺑﻄﻪ ﺑﺎ ﻣﻮﺍﻧﻊ ﺳﺎﺧﺘﺎﺭﻱ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ‪ ،‬ﺗﻮﺟﻪ ﻓﺮﻣﺎﻳﻴﺪ‪:‬‬

‫ﺳﺎﺧﺘﺎﺭ‬ ‫ﭼﺸﻢﺍﻧﺪﺍﺯ‬
‫ﺍﻣﺎ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻣﻨﺎﺑﻊ ﻭ ﻣﺴﺌﻮﻟﻴﺖ ﺭﺍ ﺑﺮ‬ ‫•‬ ‫ﺑﺮ ﻣﺸﺘﺮﻱ ﺗﻤﺮﻛﺰ ﻛﻨﻴﺪ‬ ‫•‬
‫ﺣﺴﺐ ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ ﺗﻘﺴﻴﻢ‬
‫ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺍﻣﺎ ﻻﻳﻪ ﻫﺎﻳﻲ ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﻣﻴﺎﻧﻲ ﻭﺟﻮﺩ‬ ‫ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺳﻄﻮﺡ ﭘﺎﻳﻴﻦﺗﺮ •‬ ‫•‬
‫ﺩﺍﺭﻧﺪ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﻣـﻮﺭﺩ ﺍﻧﺘﻘـﺎﺩ‬ ‫ﻣﺴﺌﻮﻟﻴﺖ ﺑﻴﺸﺘﺮﻱ ﺑﺪﻫﻴﺪ‬
‫ﻗﺮﺍﺭ ﻣﻲﺩﻫﻨﺪ‬
‫ﺍﻣﺎ ﮔـﺮﻭﻩﻫـﺎﻱ ﻭﺳـﻴﻊ ﻛﺎﺭﻛﻨـﺎﻥ ﺩﺭ‬ ‫ﺑــﺮﺍﻱ ﺗﺒــﺪﻳﻞ ﺷــﺪﻥ ﺑــﻪ •‬ ‫•‬
‫ﺩﻓﺘﺮﻫﺎﻱ ﻣﺮﻛﺰﻱ ﺷﺮﻛﺖ ﻫﺰﻳﻨـﻪﺯﺍ‬ ‫ﺗﻮﻟﻴﺪﻛﻨﻨﺪﮔﺎﻧﻲ ﺑـﺎ ﻫﺰﻳﻨـﻪ‬
‫ﻫﺴــﺘﻨﺪ ﻭ ﻫﻤــﻮﺍﺭﻩ ﺭﻭﻳــﻪﻫــﺎ ﻭ‬ ‫ﭘﺎﻳﻴﻦ ﺑﻬﺮﻩ ﻭﺭﻱ ﺭﺍ ﺍﻓﺰﺍﻳﺶ‬
‫ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻫﺰﻳﻨﻪﺑﺮ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﻨﺪ‪.‬‬ ‫ﺩﻫﻴﺪ‬
‫ﺍﻣﺎ ﺟﺰﺍﻳﺮ ﻣﺴـﺘﻘﻞ ﺍﺯ ﺍﻓـﺮﺍﺩ ﺑـﺎ ﻫـﻢ‬ ‫ﺑــﻪ ﻫﻤــﻪ ﭼﻴــﺰ ﺳــﺮﻋﺖ •‬ ‫•‬
‫ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻧﻤﻲﻛﻨﻨﺪ ﻭ ﺑﻪﺳﺮﻋﺖ‬ ‫ﺑﺨﺸﻴﺪ‬
‫ﻫﻤﻪ ﭼﻴﺰ ﺭﺍ ﻛﻨﺪ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﭼﺸﻢﺍﻧﺪﺍﺯﻫﺎﻳﻲ ﻛﻪ ﺑﺮ ﻣﺸﺘﺮﻱ ﻣﺘﻤﺮﻛﺰ ﻫﺴﺘﻨﺪ‪ ،‬ﺍﻏﻠﺐ ﺑﺎ ﺷﻜﺴﺖ ﻣﻮﺍﺟﻪ ﻣﻲﺷﻮﻧﺪ‪ ،‬ﻣﮕﺮ ﺍﻳﻦ ﻛﻪ ﺳﺎﺧﺘﺎﺭﻫﺎﻱ‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺑﺮ ﻣﺸﺘﺮﻱ ﻣﺘﻤﺮﻛﺰ ﻧﻴﺴﺘﻨﺪ‪ ،‬ﺍﺻﻼﺡ ﺷﻮﻧﺪ‪.‬‬
‫ﺗﺎ ﻗﺒﻞ ﺍﺯ ﺑﺮﻃﺮﻑ ﻛﺮﺩﻥ ﺑﻪﻣﻮﻗﻊ ﻣﻮﺍﻧﻊ ﺳﺎﺧﺘﺎﺭﻱ‪ ،‬ﺍﺣﺘﻤﺎﻝ ﺁﻥ ﻣﻲﺭﻭﺩ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻗﺪﺭﻱ ﺩﻟﺴﺮﺩ ﺷـﻮﻧﺪ‬
‫ﻛﻪ ﺍﺯ ﻛﻞ ﻛﻮﺷﺶ ﺗﺤﻮﻝ ﻧﺎﺍﻣﻴﺪ ﮔﺮﺩﻧﺪ‪ .‬ﺍﮔﺮ ﭼﻨﻴﻦ ﺍﺗﻔﺎﻗﻲ ﺑﻴﻔﺘﺪ‪ ،‬ﺣﺘﻲ ﺍﮔﺮ ﺳﺎﺯﻣﺎﻧﺪﻫﻲ ﻧﻬﺎﻳﺘﺎﹰً ﺑﻪ ﻃﻮﺭ ﺻﺤﻴﺢ ﻧﻴـﺰ‬
‫ﺍﻧﺠﺎﻡ ﺷﻮﺩ‪ ،‬ﺗﻮﺍﻥ ﻻﺯﻡ ﺑﺮﺍﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺳﺎﺧﺘﺎﺭ ﺟﺪﻳﺪ ﺑﻪ ﻣﻨﻈﻮﺭ ﻣﺤﻘﻖ ﺳﺎﺧﺘﻦ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺍﺯ ﺩﺳﺖ ﺭﻓﺘﻪ ﺍﺳﺖ‪.‬‬
‫ﭼﺮﺍ ﭼﻨﻴﻦ ﺍﺗﻔﺎﻗﻲ ﻣﻲﺍﻓﺘﺪ؟ ﮔﺎﻫﻲ ﺑﻪ ﺍﻳﻦ ﻋﻠﺖ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﺳﺎﺧﺘﺎﺭﻱ ﺧﺎﺹ ﺧﻮ ﮔﺮﻓﺘﻪﺍﻳﻢ‪ ،‬ﭼﻮﻥ ﺩﻩﻫـﺎ ﺳـﺎﻝ‬
‫ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪ ﺍﺳﺖ ﻭ ﻣﺎ ﺭﺍ ﻧﺴﺒﺖ ﺑﻪ ﺩﻳﮕﺮ ﺍﻧﺘﺨﺎﺏﻫﺎ ﺑﻲﺗﻮﺟﻪ ﺳﺎﺧﺘﻪ ﺍﺳﺖ‪ .‬ﺑﻌﻀﻲ ﺍﻭﻗـﺎﺕ ﺍﻓـﺮﺍﺩ‬
‫ﺑﻪ ﺣﺪﻱ ﺩﺭ ﺳﺎﺧﺘﺎﺭﻱ ﺧﺎﺹ ﺍﺯ ﻧﻈﺮ ﻭﻓﺎﺩﺍﺭﻱ ﺷﺨﺼﻲ ﻭ ﺗﺨﺼﺺ ﻭﻇﻴﻔﻪﺍﻱ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﻛﺮﺩﻩﺍﻧﺪ ﻛﻪ ﺍﺯ ﻧﺘﺎﻳﺞ‬
‫ﺳﺎﺧﺘﺎﺭ ﺟﺪﻳﺪ ﺩﺭ ﻫﺮﺍﺳﻨﺪ‪.‬‬
‫ﺩﺭ ﭘﺎﺭﻩﺍﻱ ﻣﻮﺍﺭﺩ ﻧﻴﺰ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﻣﻲﺩﺍﻧﻨﺪ ﻛﻪ ﻃﺮﺍﺣﻲ ﺟﺪﻳﺪ ﻣـﻮﺭﺩ ﻧﻴـﺎﺯ ﺍﺳـﺖ‪ ،‬ﺍﻣـﺎ ﻧﻤـﻲﺧﻮﺍﻫﻨـﺪ ﺑـﺎ‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻴﺎﻧﻲ ﻳﺎ ﻫﻤﻜﺎﺭﺍﻥ ﺑﺠﻨﮕﻨﺪ ﻭ ﺍﻏﻠﺐ ﭘﺎﻳﻪ ﻭ ﺑﻨﻴﺎﺩ ﻻﺯﻡ ﺑﺮﺍﻱ ﺗﺤﻮﻝ ﺑﻪ ﺣﺪ ﻛﺎﻓﻲ ﺍﺳﺘﺤﻜﺎﻡ ﻧﻴﺎﻓﺘﻪ ﺍﺳﺖ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﻣﻴﺎﻧﻲ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺍﺣﺴﺎﺱ ﻓﻮﺭﻳﺖ ﻧﻤﻲﻛﻨﺪ‪ ،‬ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﺤﻮﻝ ﺳﺎﺧﺘﺎﺭﻱ ﻣﻘﺎﻭﻣﺖ ﻣـﻲﻧﻤﺎﻳـﺪ‪ .‬ﺗـﻴﻢ‬
‫ﻭﻓﺎﺩﺍﺭﻱ ﺩﺭ ﺭﺃﺱ ﻫﺮﻡ ﺳﺎﺯﻣﺎﻧﻲ ﻧﻤﻲﺑﻴﻨﺪ ﻭ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻣﻠﻤﻮﺱ ﺑﺮﺍﻱ ﺗﺤﻮﻝ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﻭ ﻳﺎ ﺍﺣﺴﺎﺱ ﻣﻲﻛﻨـﺪ‬
‫ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﺑﻪ ﺁﻥ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺍﻋﺘﻘﺎﺩ ﻧﺪﺍﺭﻧﺪ‪.‬‬
‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪12 /‬‬

‫ﺑﻬﺘﺮﻳﻦ ﺭﺍﻩﺣﻞ ﺩﺭ ﭼﻨﻴﻦ ﻣﻮﺍﻗﻌﻲ‪ ،‬ﺍﻧﺠﺎﻡ ﮔﻔﺘﮕﻮﻱ ﺻﺎﺩﻗﺎﻧﻪ ﺍﺳﺖ‪ .‬ﺑﺎﻳﺪ ﺑﻪ ﻓﺮﺩ ﻣﻘﺎﺑﻞ ﮔﻔﺘﻪ ﺷﻮﺩ ﻛﻪ ﺻﻨﻌﺖ ﻭ‬
‫ﭼﺸﻢﺍﻧﺪﺍﺯ ﻭ ﺷﺮﻛﺖ ﻣﺎ ﻧﻴﺎﺯﻣﻨﺪ ﻛﻤﻚ ﺷﻤﺎ ﺩﺭ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺯﻣﺎﻧﻲ ﺍﺳﺖ‪ .‬ﻣﺎ ﭼﻪ ﻛﺎﺭﻱ ﻣﻲﺗﻮﺍﻧﻴﻢ ﺑﺮﺍﻱ ﻛﻤﻚ ﺑﻪ‬
‫ﺷﻤﺎ ﺍﻧﺠﺎﻡ ﺩﻫﻴﻢ ﻭ ﺷﻤﺎ ﺑﺮﺍﻱ ﻫﻤﻜﺎﺭﻱ ﭼﻪ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺑﻜﻨﻴﺪ؟‬
‫ﺍﮔﺮ ﻓﺮﺩ ﺧﻮﺍﻫﺎﻥ ﻫﻤﻜﺎﺭﻱ ﺑﻮﺩ‪ ،‬ﻭﻟﻲ ﻣﺤﺪﻭﺩﻳﺖﻫﺎﻳﻲ ﻭﺟﻮﺩ ﺩﺍﺷﺖ‪ ،‬ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﮔﻔﺘﮕﻮ ﺭﺍﻩﺣﻞﻫـﺎﻳﻲ ﺑـﺮﺍﻱ ﺁﻥ‬
‫ﭘﻴﺪﺍ ﺧﻮﺍﻫﺪ ﻛﺮﺩ‪.‬‬

‫ﺧﻠﻖ ﭘﻴﺮﻭﺯﻱﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ‬

‫ﻳﻌﻨﻲ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺑﺮﺍﻱ ﺑﻬﺒﻮﺩﻫﺎﻱ ﻗﺎﺑﻞ ﺭﺅﻳﺖ ﺩﺭ ﻋﻤﻠﻜﺮﺩ ﻳﺎ ﭘﻴﺮﻭﺯﻱﻫـﺎ؛ ﺍﻳﺠـﺎﺩ ﭘﻴـﺮﻭﺯﻱﻫـﺎﻱ ﻛﻮﺗـﺎﻩﻣـﺪﺕ؛‬
‫ﻗﺪﺭﺩﺍﻧﻲ ﻭ ﺍﻋﻄﺎﻱ ﭘﺎﺩﺍﺵ ﺑﻪ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﭘﻴﺸﺮﻓﺖﻫﺎ ﺭﺍ ﻣﻤﻜﻦ ﺳﺎﺧﺘﻪﺍﻧﺪ‪ .‬ﺗﺤﻮﻻﺕ ﻋﻤﺪﻩ ﺯﻣﺎﻥﺑﺮ ﻫﺴﺘﻨﺪ ﻭ ﺩﺭ‬
‫ﺑﻌﻀﻲ ﻣﻮﺍﺭﺩ ﺩﻗﺖ ﺯﻳﺎﺩﻱ ﻣﻲﻃﻠﺒﻨﺪ‪ .‬ﻣﻌﺘﻘﺪﺍﻥ ﻭﻓﺎﺩﺍﺭ ﺑﻪ ﺗﺤﻮﻝ ﺍﻏﻠﺐ ﺑﺪﻭﻥ ﺗﻮﺟﻪ ﺑﻪ ﺁﻧﭽﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﺗﻔـﺎﻕ‬
‫ﺑﻴﻔﺘﺪ‪ ،‬ﺑﻪ ﻣﺴﻴﺮ ﺍﺩﺍﻣﻪ ﻣﻲﺩﻫﻨﺪ‪ .‬ﺑﻴﺸﺘﺮ ﻣﺎ ﺗﻮﻗﻊ ﺩﺍﺭﻳﻢ ﻛﻪ ﺷﻮﺍﻫﺪ ﻣﺘﻘﺎﻋﺪﻛﻨﻨﺪﻩﺍﻱ‪ ،‬ﺩﺍﻝ ﺑﺮ ﺍﻳﻨﻜـﻪ ﻛﻮﺷـﺶﻫـﺎ‬
‫ﻧﺘﻴﺠﻪ ﻣﻲﺩﻫﻨﺪ‪ ،‬ﺑﺒﻴﻨﻴﻢ‪.‬‬
‫ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺑﻪ ﺗﺤﻮﻝ ﺍﻋﺘﻘﺎﺩ ﻧﺪﺍﺭﻧﺪ‪ ،‬ﺣﺘﻲ ﺑﻪ ﺩﻧﺒـﺎﻝ ﻣﻌﻴـﺎﺭ ﻗـﻮﻱﺗـﺮ ﻭ ﺩﻻﻳـﻞ ﻣﺤﻜـﻢﺗـﺮﻱ ﻫﺴـﺘﻨﺪ‪ .‬ﺁﻧـﺎﻥ‬
‫ﻣﻲﺧﻮﺍﻫﻨﺪ ﺷﻮﺍﻫﺪﻱ ﺭﻭﺷﻦ ﺩﺍﻝ ﺑﺮ ﺍﻳﻨﻜﻪ ﺗﺤﻮﻻﺕ ﺑﻪﺧﻮﺑﻲ ﻋﻤﻞ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺑﺒﻴﻨﻨﺪ ﻭ ﻣﻄﻤﺌﻦ ﺷﻮﻧﺪ ﻛـﻪ ﻓﺮﺍﻳﻨـﺪ‬
‫ﺗﺤﻮﻝ ﺩﺭ ﻛﻮﺗﺎﻩﻣﺪﺕ ﺳﺒﺐ ﺗﺤﻠﻴﻞ ﻭ ﻛﺎﻫﺶ ﻣﻨﺎﺑﻊ ﺯﻳﺎﺩﻱ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﻧﺨﻮﺍﻫﺪ ﺷـﺪ ﻭ ﺩﺭ ﻧﺘﻴﺠـﻪ ﺳـﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ‬
‫ﻣﻌﺮﺽ ﺧﻄﺮ ﻗﺮﺍﺭ ﻧﺨﻮﺍﻫﺪ ﺩﺍﺩ‪.‬‬
‫ﺍﺩﺍﺭﻩ ﻳﻚ ﺗﻼﺵ ﺑﺮﺍﻱ ﺩﮔﺮﮔﻮﻧﻲ‪ ،‬ﺑﺪﻭﻥ ﺗﻮﺟﻪ ﻋﻤﺪﻩ ﺑﻪ ﭘﻴﺮﻭﺯﻱﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ‪ ،‬ﻓﻮﻕﺍﻟﻌﺎﺩﻩ ﻣﺨﺎﻃﺮﻩﺁﻣﻴـﺰ‬
‫ﺍﺳﺖ‪.‬‬
‫ﻳﻚ ﭘﻴﺮﻭﺯﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ ﺣﺪﺍﻗﻞ ﺩﺍﺭﺍﻱ ﺳﻪ ﻭﻳﮋﮔﻲ ﺯﻳﺮ ﺍﺳﺖ‪:‬‬
‫ﻗﺎﺑﻞ ﺭﺅﻳﺖ ﺍﺳﺖ‪ :‬ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﺍﻓﺮﺍﺩ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺒﻴﻨﻨﺪ ﻛﻪ ﺁﻳﺎ ﻧﺘﻴﺠﻪ ﻭﺍﻗﻌﻲ ﺍﺳﺖ ﻳﺎ ﺗﻨﻬﺎ ﻳﻚ ﺧﻴـﺎﻝ ﺧـﺎﻡ‬ ‫–‬
‫ﺍﺳﺖ‪.‬‬
‫ﻣﺒﻬﻢ ﻧﻴﺴﺖ‪ :‬ﺑﺤﺚ ﺍﻧﺪﻛﻲ ﺩﺭ ﻣﻮﺭﺩ ﺁﻥ ﻻﺯﻡ ﺍﺳﺖ‪.‬‬ ‫–‬
‫ﺁﺷﻜﺎﺭﺍ ﺑﺎ ﺗﻼﺵﻫﺎﻱ ﺗﺤﻮﻝ ﺍﺭﺗﺒﺎﻁ ﺩﺍﺭﺩ‪ :‬ﻭﻗﺘﻲ ﻳﻚ ﻓﻌﺎﻟﻴﺖ ﻣﻬﻨﺪﺳﻲ ﻣﺠﺪﺩ‪ ،‬ﻧﺨﺴﺘﻴﻦ ﻛﺎﻫﺶ ﻫﺰﻳﻨـﻪ ﺭﺍ ﺩﺭ‬ ‫–‬
‫ﺩﻭﺍﺯﺩﻩ ﻣﺎﻩ ﻧﻮﻳﺪ ﻣﻲﺩﻫﺪ ﻭ ﻣﻄﺎﺑﻖ ﭘﻴﺶﺑﻴﻨﻲ ﭼﻨﻴﻦ ﺍﺗﻔﺎﻗﻲ ﻣﻲﺍﻓﺘﺪ‪ ،‬ﺍﻳﻦ ﻳﻚ ﭘﻴﺮﻭﺯﻱ ﺍﺳﺖ‪ .‬ﺯﻣـﺎﻧﻲ ﻛـﻪ ﺩﺭ‬
‫ﻳﻚ ﺗﺤﻮﻝ ﻓﻌﺎﻟﻴﺖ ﺳﺎﺧﺘﺎﺭﺩﻫﻲ ﻣﺠﺪﺩ ﺍﻭﻟﻴﻦ ﻣﺮﺣﻠﻪ ﺗﻮﺳﻌﻪ ﻣﺤﺼﻮﻝ ﺟﺪﻳﺪ ﺭﺍ ﺍﺯ ﺩﻩ ﻣﺎﻩ ﺑﻪ ﺳﻪ ﻣﺎﻩ ﻛﺎﻫﺶ‬
‫ﻣﻲﺩﻫﺪ‪ ،‬ﺍﻳﻦ ﻳﻚ ﻣﻮﻓﻘﻴﺖ ﺍﺳﺖ‪ .‬ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺍﻭﻟﻴﻦ ﻣﺮﺣﻠﻪ ﻣﺎﻟﻜﻴﺖ ﺗﺎ ﺁﻥ ﺣﺪﻱ ﺑﻪﺧﻮﺑﻲ ﺍﻧﺠﺎﻡ ﻣﻲﺷﻮﺩ ﻛـﻪ‬
‫ﺭﺳﺎﻧﻪﻫﺎ ﺩﺭﺑﺎﺭﻩ ﺁﻥ ﺩﺍﺩ ﺳﺨﻦ ﻣﻲﺩﻫﻨﺪ‪ ،‬ﺍﻳﻦ ﻳﻚ ﭘﻴﺮﻭﺯﻱ ﺍﺳﺖ‪.‬‬
‫ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩﻫﺎﻳﻲ ﻛﻪ ﺩﺭ ﻛﻮﺗﺎﻩﻣﺪﺕ ﺗﺤﺼﻴﻞ ﻣﻲﺷﻮﻧﺪ‪ ،‬ﺑﻪ ﺷﺶ ﻃﺮﻳﻖ ﺑﻪ ﺗﺤﻮﻻﺕ ﻛﻤﻚ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﺷﻮﺍﻫﺪﻱ ﺩﺍﻝ ﺑﺮ ﺍﺭﺯﺷﻤﻨﺪﻱ ﻓﺪﺍﻛﺎﺭﻱﻫﺎ ﺍﺭﺍﺋﻪ ﻣﻲ ﺩﻫﻨﺪ‪ :‬ﭘﻴﺮﻭﺯﻳﻬﺎ ﺑﻪ ﻣﻴﺰﺍﻥ ﺯﻳﺎﺩﻱ ﻫﺰﻳﻨﻪ ﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ‬ ‫•‬
‫ﺭﺍ ﺗﻮﺟﻴﻪ ﻣﻲﻛﻨﻨﺪ‪.‬‬
‫ﺑﺮﺍﻱ ﻋﺎﻣﻼﻥ ﺗﺤﻮﻝ ﺁﺳﺎﻳﺶ ﭘﺲ ﺍﺯ ﺭﻧﺞ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﭘﺎﺩﺍﺵ ﺑﻪ ﺍﺭﻣﻐﺎﻥ ﻣﻲﺁﻭﺭﻧـﺪ‪ :‬ﺑﻌـﺪ ﺍﺯ ﺍﻧﺠـﺎﻡ ﺩﺍﺩﻥ‬ ‫•‬
‫ﺍﻧﺒﻮﻫﻲ ﺍﺯ ﻛﺎﺭﻫﺎﻱ ﺩﺷﻮﺍﺭ‪ ،‬ﭘﻴﺮﻭﺯﻱﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ ﺑـﻪ ﻋﻨـﻮﺍﻥ ﺑـﺎﺯﺧﻮﺭﺩ ﻣﺜﺒـﺖ‪ ،‬ﺍﺧﻼﻗﻴـﺎﺕ ﻭ ﺍﻧﮕﻴـﺰﺵ ﺭﺍ‬
‫ﺑﻬﺒﻮﺩﻱ ﻣﻲﺑﺨﺸﻨﺪ‪.‬‬
 ‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪13 /‬‬

‫ﺑﻪ ﺍﺭﺍﺋﻪ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺭﻭﺷﻦ ﻛﻤﻚ ﻣﻲﻛﻨﻨﺪ‪ :‬ﭘﻴﺮﻭﺯﻱﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ ﺑﻪ ﺍﺋـﺘﻼﻑ ﺭﺍﻫﻨﻤـﺎ ﺩﺭ‬ ‫•‬
‫ﻣﻮﺭﺩ ﺍﻋﺘﺒﺎﺭ ﺍﻓﻜﺎﺭﺷﺎﻥ ﺍﻃﻼﻋﺎﺕ ﻋﻴﻨﻲ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﻨﺪ‪.‬‬
‫ﺑﺪﺑﻴﻨﻲ ﻭ ﻣﻘﺎﻭﻣﺖ ﻣﺤﺎﻓﻈﻪﻛﺎﺭﺍﻧﻪ ﺭﺍ ﻛﺎﻫﺶ ﻣﻲ ﺩﻫﻨﺪ‪ :‬ﺷﻮﺍﻫﺪﻱ ﻛﻪ ﺑﻪ ﺭﻭﺷﻨﻲ ﺣـﺎﻛﻲ ﺍﺯ ﺑﻬﺒـﻮﺩ ﻋﻤﻠﻜـﺮﺩ‬ ‫•‬
‫ﻫﺴﺘﻨﺪ‪ ،‬ﻣﻘﺎﻭﻣﺖ ﺍﻓﺮﺍﺩ ﺭﺍ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﺤﻮﻝ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻣﺸﻜﻞ ﻣﻲﺳﺎﺯﻧﺪ‪.‬‬
‫ﺭﺅﺳﺎ ﺭﺍ ﺩﺭ ﺻﺤﻨﻪ ﻧﮕﺎﻩ ﻣﻲﺩﺍﺭﻧـﺪ‪ :‬ﺑـﺮﺍﻱ ﺍﻓـﺮﺍﺩﻱ ﻛـﻪ ﺩﺭ ﺳﻠﺴـﻠﻪ ﻣﺮﺍﺗـﺐ ﺍﺩﺍﺭﻱ ﺍﺯ ﻣﻮﻗﻌﻴـﺖ ﺑـﺎﻻﺗﺮﻱ‬ ‫•‬
‫ﺑﺮﺧﻮﺭﺩﺍﺭﻧﺪ‪ ،‬ﺷﻮﺍﻫﺪﻱ ﺩﺍﻝ ﺑﺮ ﺍﻳﻨﻜﻪ ﺗﺤﻮﻝ ﺩﺭ ﻣﺴﻴﺮ ﺧﻮﺩ ﻗﺮﺍﺭ ﺩﺍﺭﺩ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﻨﺪ‪.‬‬
‫ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﻧﺪﻩ ﻗﻮﻩ ﻣﺤﺮﻛﻪ ﺩﺭ ﺍﻓﺮﺍﺩ ﻫﺴﺘﻨﺪ‪ :‬ﺍﻓﺮﺍﺩ ﺑﻲﺍﻋﺘﻨﺎ ﺭﺍ ﺑﻪ ﺣﺎﻣﻴﺎﻥ ﻭ ﺣﺎﻣﻴﺎﻥ ﺑﻲﻣﻴﻞ ﺭﺍ ﺑـﻪ ﻳـﺎﻭﺭﺍﻧﻲ‬ ‫•‬
‫ﻓﻌﺎﻝ ﺗﺒﺪﻳﻞ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﺍﺭﺗﺒﺎﻁ ﺭﻫﺒﺮﻱ‪ ،‬ﻣﺪﻳﺮﻳﺖ‪ ،‬ﭘﻴﺮﻭﺯﻳﻬﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ ﻭ ﺗﺤﻮﻝ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰ‬

‫‪++‬‬
‫ﻛﻮﺷﺶ ﻫﺎﻱ ﺗﺤﻮﻝ ﺑﺮﺍﻱ ﻣـﺪﺗﻲ ﻣـﻲ ﺗﻮﺍﻧﻨـﺪ‬
‫ﻫﻤﻪ ﻛﻮﺷﺶ ﻫـﺎﻱ ﻣﻮﻓﻘﻴـﺖ ﺁﻣﻴـﺰ ﺗﺤـﻮﻝ‬
‫ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ ﺑﺎﺷﻨﺪ‪ ،‬ﺍﻣﺎ ﺍﻏﻠﺐ ﺑﻌﺪ ﺍﺯ ﺍﻳﻨﻜـﻪ‬
‫ﺭﻫﺒﺮﻱ ﺧﻮﺏ ﺭﺍ ﺑﺎ ﻣﺪﻳﺮﻳﺖ ﺧﻮﺏ ﺗﺮﻛﻴـﺐ‬
‫ﭘﻴﺮﻭﺯﻱﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ ﻏﻴﺮﻗﺎﺑﻞ ﭘﻴﺶ ﺑﻴﻨـﻲ‬
‫ﻣﻲﻛﻨﻨﺪ‬
‫ﻣﻲﺷﻮﻧﺪ‪ ،‬ﺑﺎ ﺷﻜﺴﺖ ﺭﻭﺑﻪﺭﻭ ﻣﻲﮔﺮﺩﻧﺪ‬

‫‪ +‬ﺭﻫﺒﺮﻱ‬
‫ﻛﺴﺐ ﭘﻴﺮﻭﺯﻱﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ ﺑﻪﻭﻳـﮋﻩ ﺍﺯ‬
‫ﻃﺮﻳﻖ ﻛـﺎﻫﺶ ﻫﺰﻳﻨـﻪ‪ ،‬ﺍﺩﻏـﺎﻡ ﻭ ﻣﺎﻟﻜﻴـﺖ‬
‫ﺍﻣﻜﺎﻥ ﭘﺬﻳﺮ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺷـﺮﻭﻉ ﺑﺮﻧﺎﻣـﻪ ﻫـﺎﻱ‬
‫ﻛﻮﺷﺶﻫﺎﻱ ﺗﺤﻮﻝ ﺭﺍﻩ ﺑﻪ ﺟﺎﻳﻲ ﻧﻤﻲﺑﺮﻧﺪ‬
‫ﻭﺍﻗﻌــﻲ ﺗﺤــﻮﻝ ﺑــﺎ ﻣﺸــﻜﻼﺕ ﺍﺳﺎﺳــﻲ‬
‫ﺭﻭﺑﻪﺭﻭﺳﺖ ﻭ ﺗﻐﻴﻴﺮﺍﺕ ﺑﻠﻨﺪﻣﺪﺕ ﻭ ﻋﻤـﺪﻩ‬
‫ﺑﻪ ﻧﺪﺭﺕ ﻗﺎﺑﻞ ﺍﻳﺠﺎﺩ ﻫﺴﺘﻨﺪ‪.‬‬
‫‪0‬‬ ‫‪+‬‬ ‫‪++‬‬
‫ﻣﺪﻳﺮﻳﺖ‬
‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪14 /‬‬

‫ﺟﻤﻊﺑﻨﺪﻱ ﭘﻴﺮﻭﺯﻳﻬﺎ ﻭ ﺍﻳﺠﺎﺩ ﺗﺤﻮﻝ ﺑﻴﺸﺘﺮ‬

‫ﻳﻌﻨﻲ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺍﻋﺘﺒﺎﺭ ﺑﻴﺸﺘﺮ ﺑﺮﺍﻱ ﺗﻐﻴﻴﺮ ﻫﻤﻪ ﺳﻴﺴﺘﻢﻫﺎ‪ ،‬ﺳﺎﺧﺘﺎﺭﻫﺎ ﻭ ﺧﻂ ﻣﺸﻲﻫﺎﻳﻲ ﻛﻪ ﺑﺎ ﻫﻢ ﻭ ﻳﺎ ﺑﺎ ﭼﺸﻢﺍﻧﺪﺍﺯ‬
‫ﺗﺤﻮﻝ ﺗﻨﺎﺳﺐ ﻧﺪﺍﺭﻧﺪ؛ ﺑﻪ ﻛﺎﺭﮔﻴﺮﻱ‪ ،‬ﺍﺭﺗﻘﺎ ﻭ ﺗﻮﺳﻌﻪ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺗﻐﻴﻴﺮ ﺭﺍ ﺍﺟﺮﺍ ﻛﻨﻨﺪ؛ ﺗﻘﻮﻳـﺖ‬
‫ﺩﻭﺑﺎﺭﻩ ﻓﺮﺍﻳﻨﺪ‪ ،‬ﻃﺮﺡﻫﺎ‪ ،‬ﺍﻫﺪﺍﻑ ﻭ ﻋﺎﻣﻼﻥ ﺗﻐﻴﻴﺮ ﺟﺪﻳﺪ‪.‬‬
‫ﺗﺤﻮﻻﺕ ﻋﻤﺪﻩ ﺑﻪﻭﻳﮋﻩ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺑﺰﺭﮒ ﻣﺴﺘﻠﺰﻡ ﺻﺮﻑ ﺯﻣﺎﻥ ﺯﻳـﺎﺩﻱ ﺍﺳـﺖ‪ .‬ﻧﻴﺮﻭﻫـﺎﻱ ﺑﺎﺯﺩﺍﺭﻧـﺪﻩ‬
‫ﺯﻳﺎﺩﻱ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻓﺮﺍﻳﻨﺪ ﺭﺍ ﭘﻴﺶ ﺍﺯ ﺭﺳﻴﺪﻥ ﺑﻪ ﺧﻂ ﭘﺎﻳﺎﻥ‪ ،‬ﻣﺘﻮﻗﻒ ﺳﺎﺯﻧﺪ ﻭ ﺍﺯ ﺣﺮﻛﺖ ﺑﺎﺯﺩﺍﺭﻧﺪ‪ :‬ﺗﻌﻮﻳﺾ ﻋﺎﻣﻼﻥ‬
‫ﻛﻠﻴﺪﻱ ﺗﺤﻮﻝ‪ ،‬ﺧﺴﺘﮕﻲ ﻣﻔﺮﻁ ﺭﻫﺒﺮﺍﻥ ﻳﺎ ﺑﺪﺷﺎﻧﺴﻲ‪ .‬ﺗﺤﺖ ﭼﻨﻴﻦ ﺷﺮﺍﻳﻄﻲ‪ ،‬ﭘﻴﺮﻭﺯﻱﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ ﺑﺮﺍﻱ ﺣﻔﻆ ﻭ‬
‫ﺑﺎﻗﻲ ﻧﮕﺎﻫﺪﺍﺷﺘﻦ ﻗﻮﻩ ﻣﺤﺮﻛﻪ ﺿﺮﻭﺭﺕ ﺩﺍﺭﺩ‪ ،‬ﺍﻣﺎ ﺍﮔﺮ ﺗﺠﻠﻴﻞ ﺍﺯ ﺍﻳﻦ ﭘﻴﺮﻭﺯﻱﻫﺎ ﺍﺣﺴﺎﺱ ﻓﻮﺭﻳﺖ ﺭﺍ ﺍﺯ ﺑـﻴﻦ ﺑﺒـﺮﺩ‪،‬‬
‫ﻣﻬﻠﻚ ﻭ ﻭﻳﺮﺍﻧﮕﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﻧﻴﺮﻭﻫﺎﻱ ﻣﺨﺮﺏ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺳﻄﻮﺡ ﺭﺍﺣﺖﻃﻠﺒﻲ ﺑﺎﻻﺳﺖ ﺑـﺎ ﺳـﺮﻋﺖ ﻭ ﻗـﺪﺭﺕ‬
‫ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩﻱ ﺑﻪ ﺩﺭﻭﻥ ﻣﻲﺧﺰﻧﺪ‪ .‬ﻫﺮ ﻭﻗﺖ ﺷﻤﺎ ﭘﻴﺶ ﺍﺯ ﭘﺎﻳﺎﻥ ﻛﺎﺭ ﺁﻥ ﺭﺍ ﻛﻨﺎﺭ ﺑﮕﺬﺍﺭﻳﺪ‪ ،‬ﻗﻮﻩ ﻣﺤﺮﻛﻪ ﺣﻴﺎﺗﻲ ﻣﻤﻜﻦ‬
‫ﺍﺳﺖ ﺍﺯ ﻣﻴﺎﻥ ﺑﺮﻭﺩ ﻭ ﺳﻴﺮ ﻗﻬﻘﺮﺍﻳﻲ ﺁﻏﺎﺯ ﺷﻮﺩ‪ .‬ﭘﻴﺸﺮﻓﺖ ﺑﻪ ﺩﻭ ﻋﻠﺖ ﺑﻪﺳﺮﻋﺖ ﻛﻨﺪ ﻣﻲﺷﻮﺩ‪ .‬ﺍﻭﻝ ﻣﺮﺑـﻮﻁ ﺑـﻪ‬
‫ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺩﻳﮕﺮﻱ ﻣﺴﺘﻘﻴﻤﺎﹰ ﻣﺮﺑﻮﻁ ﺑﻪ ﻭﺍﺑﺴﺘﮕﻲ ﺷﺪﻳﺪﻱ ﺍﺳﺖ ﻛـﻪ ﺗﻮﺳـﻂ ﻣﺤـﻴﻂ ﺩﺭ ﺣـﺎﻝ ﺗﻐﻴﻴـﺮ ﻭ‬
‫ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﺘﻘﺎﺑﻞ ﺑﻪ ﻭﺟﻮﺩ ﻣﻲﺁﻳﺪ‪ ،‬ﻭ ﺗﻐﻴﻴﺮ ﻫﺮ ﭼﻴﺰ ﺭﺍ ﺑﺪﻭﻥ ﺗﻐﻴﻴﺮ ﭼﻴﺰ ﺩﻳﮕﺮ ﻣﺸﻜﻞ ﻣـﻲﺳـﺎﺯﺩ‪ .‬ﻓﺮﺍﻳﻨـﺪ ﺍﻳﺠـﺎﺩ‬
‫ﺗﺤﻮﻝ ﺑﻪ ﻛﻤﻚ ﺍﻓﺮﺍﺩ ﺯﻳﺎﺩﻱ ﻧﻴﺎﺯﻣﻨﺪ ﺍﺳﺖ‪ .‬ﺩﺭ ﺁﻏﺎﺯ ﺗﺼﻮﻳﺮ ﺭﻭﺷﻨﻲ ﺍﺯ ﻫﻤﻪ ﺗﻐﻴﻴﺮﺍﺕ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻧﺪﺍﺭﻳﺪ‪ .‬ﻣﺮﺣﻠـﻪ‬
‫ﺁﻣﺎﺩﻩﺳﺎﺯﻱ ﺯﻣﺎﻥ ﻭ ﻧﻴﺮﻭﻱ ﻓﺮﺍﻭﺍﻧﻲ ﺭﺍ ﺻﺮﻑ ﺧﻮﺩ ﻣﻲﻛﻨﺪ‪ ،‬ﻋﻤﻠﻴﺎﺕ ﺩﺭ ﻗﺎﻟﺐ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻃﺮﺡﻫﺎ ﺑـﻪ ﻭﻗـﻮﻉ‬
‫ﻣﻲﭘﻴﻮﻧﺪﻧﺪ‪ .‬ﺑﻪ ﻣﺤﺾ ﺁﻧﻜﻪ ﺑﺰﺭﮔﻲ ﺍﻳﻦ ﻛﺎﺭ ﺑﺮﺍﻳﺘﺎﻥ ﺭﻭﺷﻦ ﻣﻲﺷﻮﺩ‪ ،‬ﻭﺳﻮﺳﻪ ﺧﻮﺍﻫﻴﺪ ﺷﺪ ﻛﻪ ﺁﻥ ﺭﺍ ﺭﻫﺎ ﻛﻨﻴـﺪ‪.‬‬
‫ﺍﮔﺮ ﺑﻪ ﺭﺍﻫﺘﺎﻥ ﺍﺩﺍﻣﻪ ﺩﻫﻴﺪ‪ ،‬ﻛﻞ ﺯﻣﺎﻥ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻃﻮﻻﻧﻲ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬
‫ﺍﻭﻟﻴﻦ ﺑﻬﺒﻮﺩ ﻋﻤﺪﻩ ﻋﻤﻠﻜﺮﺩ ﺍﺣﺘﻤﺎﻻﹰً ﺯﻣﺎﻧﻲ ﺑﺮﻭﺯ ﻣﻲﻛﻨﺪ ﻛﻪ ﻧﻴﻤﻲ ﺍﺯ ﺭﺍﻩ ﺭﺍ ﭘﻴﻤﻮﺩﻩﺍﻳﺪ‪ .‬ﻫﺮ ﭼﻨﺪ ﺑﺮﺧﻲ ﺍﺯ ﺍﻓﺮﺍﺩ‬
‫ﭘﺲ ﺍﺯ ﺁﻥ ﻣﻲﺧﻮﺍﻫﻨﺪ ﻛﺎﺭ ﺭﺍ ﺭﻫﺎ ﻛﻨﻨﺪ‪ ،‬ﺍﻣﺎ ﺩﺭ ﺗﺤﻮﻻﺕ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰ ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﭘﻴﺮﻭﺯﻱﻫـﺎﻱ‬
‫ﻛﻮﺗﺎﻩﻣﺪﺕ‪ ،‬ﻓﺮﺍﻳﻨﺪ ﺭﺍ ﺳﺮﻳﻊﺗﺮ ﺑﻪ ﭘﻴﺶ ﻣﻲﺭﺍﻧﺪ ﻭ ﺣﺘﻲ ﻃـﺮﺡﻫـﺎﻱ ﺑﻴﺸـﺘﺮ ﻭ ﺑـﺰﺭﮒﺗـﺮﻱ ﺭﺍ ﺁﻏـﺎﺯ ﻣـﻲﻛﻨـﺪ‪.‬‬
‫ﺳﺎﺧﺘﺎﺭﺩﻫﻲ ﻣﺠﺪﺩ ﻛﻪ ﺑﻪ ﺩﻟﻴﻞ ﻣﻘﺎﻭﻣﺖ ﺍﺯ ﺁﻥ ﺍﺟﺘﻨﺎﺏ ﺷﺪﻩ ﺑﻮﺩ‪ ،‬ﺳﺮﺍﻧﺠﺎﻡ ﺷﺮﻭﻉ ﻣﻲﺷﻮﺩ‪ .‬ﻛﺎﺭ ﻣﺠﺪﺩ ﺑﺮ ﺭﻭﻱ‬
‫ﻓﺮﺍﻳﻨﺪ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺁﻏﺎﺯ ﻣﻲﮔﺮﺩﺩ‪ .‬ﺍﻣﺎ ﺑﺮﺍﻱ ﺗﺠﺪﻳﺪ ﺳﺎﺧﺘﺎﺭ‪ ،‬ﻣﻬﻨﺪﺳﻲ ﻣﺠﺪﺩ ﻭ ﺗﻐﻴﻴﺮ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ‬
‫ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‪ ،‬ﺩﺭ ﻣﻲﻳﺎﺑﻴﺪ ﻛﻪ ﺑﺎﻳﺪ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺁﻣﻮﺯﺵ ﺭﺍ ﺗﻐﻴﻴﺮ ﺩﻫﻴﺪ‪ ،‬ﺳﻴﺴﺘﻢﻫﺎﻱ ﺍﻃﻼﻋﺎﺕ ﺭﺍ ﺍﺻﻼﺡ ﻛﻨﻴﺪ‪ ،‬ﺑـﺮ‬
‫ﺗﻌﺪﺍﺩ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻴﻔﺰﺍﻳﻴﺪ ﻳﺎ ﺍﺯ ﺁﻥ ﺑﻜﺎﻫﻴﺪ ﻭ ﺳﻴﺴﺘﻢ ﻫﺎﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻠﻜﺮﺩ ﺟﺪﻳﺪﻱ ﻣﻌﺮﻓﻲ ﻛﻨﻴـﺪ‪ .‬ﺯﻣـﺎﻥ ﺯﻳـﺎﺩﻱ‬
‫ﻧﻤﻲﮔﺬﺭﺩ ﻛﻪ ﺩﻩﻫﺎ ﺟﺰﺀ ﺩﺭ ﻳﻚ ﺳﻴﺴﺘﻢ ﻣﺮﺗﺒﻂ ﺑﻪ ﻫﻢ ﺑﺮﺍﻱ ﺍﻗﺪﺍﻡ ﻧﺸﺎﻧﻪ ﮔﺮﻓﺘﻪ ﻣﻲﺷﻮﻧﺪ‪.‬‬
‫ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮ ﺩﺭ ﺳﻴﺴﺘﻢﻫﺎﻳﻲ ﺑﺎ ﻭﺍﺑﺴﺘﮕﻲ ﺩﺍﺧﻠﻲ ﺯﻳﺎﺩ ﺍﻏﻠﺐ ﺑﻪ ﻣﻌﻨﻲ ﺗﻐﻴﻴﺮ ﺩﺭ ﻫﻤـﻪ ﭼﻴـﺰ ﺍﺳـﺖ‪،‬‬
‫ﺗﺤﻮﻝ ﺩﺭ ﻛﺴﺐﻭﻛﺎﺭ ﻣﻲﺗﻮﺍﻧﺪ ﻓﻌﺎﻟﻴﺘﻲ ﺑﺰﺭﮒ ﺑﺎﺷﺪ ﻛﻪ ﺩﺭ ﻃﻲ ﺳﺎﻝﻫﺎ ﻭ ﻧﻪ ﻣﺎﻩﻫـﺎ ﺍﻧﺠـﺎﻡ ﻣـﻲﺷـﻮﺩ‪ .‬ﺑـﺎﻻﺧﺮﻩ‬
‫ﻣﺮﺣﻠﻪ ﺟﻤﻊﺑﻨﺪﻱ ﭘﻴﺮﻭﺯﻱﻫﺎ ﻭ ﺍﻳﺠﺎﺩ ﺗﺤﻮﻝ ﺑﻴﺸﺘﺮ ﻓﺮﺍﻳﻨﺪﻱ ﺩﺭﺍﺯﻣﺪﺕ ﺍﺳﺖ ﻛـﻪ ﺻـﺪﻫﺎ ﻳـﺎ ﻫـﺰﺍﺭﺍﻥ ﻧﻔـﺮ ﺑـﻪ‬
‫ﻫﺪﺍﻳﺖ ﻳﺎ ﺍﺩﺍﺭﻩ ﺩﻩﻫﺎ ﻃﺮﺡ ﺗﺤﻮﻝ ﻣﺒﺎﺩﺭﺕ ﻣﻲﻭﺭﺯﻧﺪ‪.‬‬
‫ﻭﻳﮋﮔﻲﻫﺎﻱ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺧﻼﺻﻪ ﻛﺮﺩ‪:‬‬
‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪15 /‬‬

‫ﻛﻢﺗﺮ‪ :‬ﺍﺋﺘﻼﻑ ﺭﺍﻫﻨﻤﺎ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﭘﻴﺮﻭﺯﻱ ﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ‪ ،‬ﻃﺮﺡﻫﺎﻱ ﺗﺤﻮﻝ ﺑﺰﺭﮒﺗﺮ ﻭ‬ ‫ﺗﺤﻮﻝ ﺑﻴﺸﺘﺮ ﻧﻪ‬ ‫•‬
‫ﺑﻴﺸﺘﺮﻱ ﺭﺍﻩ ﺍﻧﺪﺍﺯﻱ ﻣﻲﻛﻨﺪ‪.‬‬

‫ﺑﻴﺸﺘﺮ‪ :‬ﺍﻓﺮﺍﺩ ﺑﻴﺸﺘﺮﻱ ﺭﺍ ﺑﺮﺍﻱ ﺁﻧﻬﺎ ﻣﻲ ﭘﺬﻳﺮﻧﺪ‪ ،‬ﺗﺮﻭﻳﺞ ﻣﻲﻛﻨﻨﺪ ﻭ ﻛﻤﻚ ﺑﻪ ﻫﻤﻪ ﺗﺤﻮﻻﺕ ﮔﺴـﺘﺮﺵ‬ ‫ﻛﻤﻚ‬ ‫•‬
‫ﻣﻲﻳﺎﺑﺪ‪.‬‬

‫ﺭﻫﺒﺮﻱ ﺍﺯ ﺟﺎﻧﺐ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ‪ :‬ﺍﻓﺮﺍﺩ ﺍﺭﺷﺪ ﺑﺮﺍﻱ ﺣﻔﻆ ﺍﻫﺪﺍﻑ ﻣﺸﺘﺮﻙ‪ ،‬ﺑﻪ ﻛﻞ ﻛﻮﺷﺶ ﺗﺤـﻮﻝ ﻭ ﺑـﺎﻻ‬ ‫•‬
‫ﻧﮕﺎﻩ ﺩﺍﺷﺘﻦ ﺳﻄﺢ ﻓﻮﺭﻳﺖ ﻭ ﺿﺮﻭﺭﺕ ﺗﻤﺮﻛﺰ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﺭﺩﻩﻫﺎﻱ ﭘﺎﻳﻴﻦﺗﺮ ﺳﻠﺴـﻠﻪ ﻣﺮﺍﺗـﺐ ﺳـﺎﺯﻣﺎﻧﻲ‬ ‫ﻣﺪﻳﺮﻳﺖ ﭘﺮﻭﮊﻩ ﻭ ﺭﻫﺒﺮﻱ ﺍﺯ ﺟﺎﻧﺐ ﺭﺩﻩ ﭘﺎﻳﻴﻦ ﺳﺎﺯﻣﺎﻥ‪:‬‬ ‫•‬
‫ﻫﻢ ﺭﻫﺒﺮﻱ ﻭ ﻫﻢ ﻣﺪﻳﺮﻳﺖ ﺁﻥ ﭘﺮﻭﮊﻩﻫﺎ ﺭﺍ ﺑﺮ ﻋﻬﺪﻩ ﻣﻲﮔﻴﺮﻧﺪ‪.‬‬

‫ﺑﺮﺍﻱ ﺁﺳﺎﻥﺗـﺮ ﺳـﺎﺧﺘﻦ ﺗﺤـﻮﻝ‪ ،‬ﻫـﻢ ﺩﺭ ﺑﻠﻨﺪﻣـﺪﺕ ﻭ ﻫـﻢ ﺩﺭ‬ ‫ﻛﺎﻫﺶ ﻭﺍﺑﺴﺘﮕﻲ ﺩﺍﺧﻠﻲ ﻏﻴﺮ ﺿﺮﻭﺭﻱ‪:‬‬ ‫•‬
‫ﻛﻮﺗﺎﻩﻣﺪﺕ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﻭﺍﺑﺴﺘﮕﻲﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻏﻴﺮﺿﺮﻭﺭﻱ ﺭﺍ ﻣﺸﺨﺺ ﻣﻲﻛﻨﻨﺪ ﻭ ﺁﻧﻬﺎ ﺭﺍ ﺍﺯ ﻣﻴﺎﻥ ﺑﺮﻣﻲﺩﺍﺭﻧﺪ‪.‬‬
‫ﺑﻪ ﺩﻟﻴﻞ ﻣﺎﻫﻴﺖ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﻣﺪﻳﺮﻳﺘﻲ‪ ،‬ﺍﻏﻠﺐ ﻣﺪﻳﺮﺍﻥ ﺩﺭ ﭼﺎﺭﭼﻮﺏﻫﺎﻱ ﺯﻣﺎﻧﻲ ﻛﻮﺗﺎﻩﻣﺪﺕﺗﺮ ﻣﻲﺍﻧﺪﻳﺸـﻨﺪ‪.‬‬
‫ﺑﺮﺍﻱ ﺁﻧﺎﻥ ﺩﻭﺭﻩ ﺯﻣﺎﻧﻲ ﻛﻮﺗﺎﻩﻣﺪﺕ ﻳﻚ ﻫﻔﺘﻪ‪ ،‬ﻣﻴﺎﻥﻣﺪﺕ ﭼﻨﺪ ﻣﺎﻩ‪ ،‬ﻭ ﺑﻠﻨﺪﻣﺪﺕ ﻳﻜﺴﺎﻝ ﺍﺳﺖ‪ .‬ﺑﺎ ﺍﻳﻦ ﺍﻓﻖ ﺯﻣﺎﻧﻲ‬
‫ﺍﻋﻼﻡ ﭘﻴﺮﻭﺯﻱ ﻭ ﻣﺘﻮﻗﻒ ﺳﺎﺧﺘﻦ ﺗﺤﻮﻝ ﺑﻌﺪ ﺍﺯ ﺑﻴﺴﺖ ﻭ ﭼﻬﺎﺭ ﻳﺎ ﺳﻲ ﻭ ﺷﺶ ﻣﺎﻩ ﻣﻨﻄﻘﻲ ﺑﻪ ﻧﻈﺮ ﻣـﻲﺁﻳـﺪ‪ .‬ﺑـﺮﺍﻱ‬
‫ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺑﺮﺍﻱ ﭼﻨﺪ ﺩﻫﻪ ﺗﻔﻜﺮ ﻣﺪﻳﺮﻳﺘﻲ ﺩﺭ ﺫﻫﻦﺷﺎﻥ ﻧﻔﻮﺫ ﻛﺮﺩﻩ‪ ،‬ﺳﻪ ﺳﺎﻝ ﺑﻪ ﻧﻈﺮ ﺯﻣـﺎﻧﻲ ﺑﺴـﻴﺎﺭ ﻃـﻮﻻﻧﻲ‬
‫ﻣﻲﺁﻳﺪ‪.‬‬
‫ﺗﺄﻛﻴﺪ ﻣﺠﺪﺩ‪ :‬ﺑﺪﻭﻥ ﺭﻫﺒﺮﻱ ﻛﺎﻓﻲ‪ ،‬ﺗﺤﻮﻝ ﻣﺘﻮﻗﻒ ﻣﻲﮔﺮﺩﺩ ﻭ ﺑﺮﺗﺮﻱ ﻳﺎﻓﺘﻦ ﺩﺭ ﻳﻚ ﺩﻧﻴﺎﻱ ﺑﻪﺳﺮﻋﺖ ﺩﺭ ﺣﺎﻝ‬
‫ﺗﻐﻴﻴﺮ ﺑﺎ ﻣﺸﻜﻼﺕ ﺑﺴﻴﺎﺭﻱ ﻣﻮﺍﺟﻪ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﻧﻬﺎﺩﻳﻨﻪ ﺳﺎﺧﺘﻦ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﺟﺪﻳﺪ ﺩﺭ ﻓﺮﻫﻨﮓ‬

‫ﻳﻌﻨﻲ ﺍﺳﺘﻘﺮﺍﺭ ﻋﻤﻠﻜﺮﺩ ﺑﻬﺘﺮ ﺍﺯ ﻃﺮﻳﻖ ﺭﻓﺘﺎﺭ ﻣﺸﺘﺮﻱﻣﺪﺍﺭ ﻭ ﺑﻬﺮﻩﻭﺭﻣﺪﺍﺭ ﻳﺎ ﺭﻫﺒﺮﻱ ﺑﻬﺘﺮ‪ ،‬ﻭ ﻣﺪﻳﺮﻳﺖ ﺍﺛﺮﺑﺨﺶﺗﺮ‪،‬‬
‫ﺑﺮﻗﺮﺍﺭ ﻛﺮﺩﻥ ﺍﺭﺗﺒﺎﻁ ﺑﻴﻦ ﺭﻓﺘﺎﺭﻫﺎﻱ ﺗﺎﺯﻩ ﻭ ﻣﻮﻓﻘﻴﺖ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺍﻳﺠﺎﺩ ﺍﺑﺰﺍﺭﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺗﻀﻤﻴﻦ ﻭ ﺗﻮﺳﻌﻪ ﺭﻫﺒﺮﻱ‪.‬‬
‫ﻓﺮﻫﻨﮓ ﺑﻪ ﻫﻨﺠﺎﺭﻫﺎﻱ ﺭﻓﺘﺎﺭ ﻭ ﺍﺭﺯﺵﻫﺎﻱ ﻣﺸﺘﺮﻙ ﺩﺭ ﺑﻴﻦ ﮔﺮﻭﻫﻲ ﺍﺯ ﺍﻓﺮﺍﺩ ﺍﺷﺎﺭﻩ ﺩﺍﺭﺩ‪ .‬ﻫﻨﺠﺎﺭﻫﺎﻱ ﺭﻓﺘـﺎﺭ‬
‫ﺷﻴﻮﻩﻫﺎﻱ ﻋﻤﻞ ﺭﺍﻳﺞ ﻭ ﻧﺎﻓﺬﻱ ﻫﺴﺘﻨﺪ ﻛﻪ ﺩﺭ ﺑﻴﻦ ﻳﻚ ﮔﺮﻭﻩ ﻳﺎﻓﺖ ﻣﻲﺷﻮﻧﺪ ﻭ ﺗﺪﺍﻭﻡ ﻣﻲﻳﺎﺑﻨﺪ‪ .‬ﺑﺪﻳﻦ ﻋﻠﺖ ﻛـﻪ‬
‫ﺍﻋﻀﺎﻱ ﮔﺮﻭﻩ ﺗﻤﺎﻳﻞ ﺩﺍﺭﻧﺪ ﺗﺎ ﺑﺪﺍﻥ ﺷﻴﻮﻩ ﺭﻓﺘﺎﺭ ﻛﻨﻨﺪ ﻭ ﺁﻥ ﺭﺍ ﺑﻪ ﺗﺎﺯﻩﻭﺍﺭﺩﺍﻥ ﺁﻣﻮﺯﺵ ﻣﻲﺩﻫﻨﺪ ﻭ ﺑﻪ ﻛﺴﺎﻧﻲ ﻛـﻪ‬
‫ﺧﻮﺩ ﺭﺍ ﺑﺎ ﺁﻧﻬﺎ ﺳﺎﺯﮔﺎﺭ ﻛﺮﺩﻩﺍﻧﺪ‪ ،‬ﭘﺎﺩﺍﺵ ﭘﺮﺩﺍﺧﺖ ﻣﻲﻛﻨﻨﺪ ﻭ ﺍﻓﺮﺍﺩﻱ ﺭﺍ ﻛﻪ ﭼﻨﻴﻦ ﻧﻜﺮﺩﻩﺍﻧﺪ‪ ،‬ﺟﺮﻳﻤـﻪ ﻣـﻲﻛﻨﻨـﺪ‪.‬‬
‫ﺍﺭﺯﺵﻫﺎﻱ ﻣﺸﺘﺮﻙ ﻭﻇﺎﻳﻒ ﻭ ﺍﻫﺪﺍﻑ ﻣﻬﻤﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺑﻴﻦ ﺑﻴﺸﺘﺮ ﺍﻓﺮﺍﺩ ﻳﻚ ﮔﺮﻭﻩ ﻛﻪ ﺭﻓﺘﺎﺭ ﮔﺮﻭﻫﻲ ﺭﺍ ﺷـﻜﻞ‬
‫ﻣﻲﺩﻫﻨﺪ‪ ،‬ﻣﺸﺘﺮﻛﻨﺪ ﻭ ﺍﻏﻠﺐ ﺩﺭ ﻃﻮﻝ ﺯﻣﺎﻥ ﺑﺎﻗﻲ ﻣﻲﻣﺎﻧﻨﺪ‪ ،‬ﺣﺘﻲ ﺍﮔﺮ ﺍﻋﻀﺎ ﺗﻐﻴﻴﺮ ﻳﺎﺑﻨﺪ‪.‬‬
‫ﺩﺭ ﻳﻚ ﺷﺮﻛﺖ ﺑﺰﺭﮒ ﻓﺮﺩ ﺩﺭﻣﻲﻳﺎﺑﺪ ﻛﻪ ﺑﺮﺧﻲ ﺍﺯ ﺍﻳﻦ ﻧﻴﺮﻭﻫﺎﻱ ﺍﺟﺘﻤﺎﻋﻲ )ﻣﻮﺳﻮﻡ ﺑﻪ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ( ﺑﺮ‬
‫ﻫﻤﻪ ﺗﺄﺛﻴﺮﮔﺬﺍﺭ ﻫﺴﺘﻨﺪ ﻭ ﺑﻘﻴﻪ ﺑﻪ ﻭﺍﺣﺪﻫﺎﻱ ﻓﺮﻋﻲ ﺍﺧﺘﺼﺎﺹ ﺩﺍﺭﻧﺪ )ﺑﻪ ﻋﻨﻮﺍﻥ ﻓﺮﻫﻨﮓ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ(‪ .‬ﺻﺮﻑ ﻧﻈﺮ ﺍﺯ‬
‫ﺳﻄﺢ ﻳﺎ ﻣﻮﻗﻌﻴﺖ‪ ،‬ﻓﺮﻫﻨﮓ ﺩﺍﺭﺍﻱ ﺍﻫﻤﻴﺖ ﺍﺳﺖ‪ ،‬ﭼﺮﺍ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺗﺄﺛﻴﺮ ﺯﻳﺎﺩﻱ ﺑﺮ ﺭﻓﺘﺎﺭ ﺍﻧﺴﺎﻥ ﺑﮕـﺬﺍﺭﺩ‪ ،‬ﺿـﻤﻦ‬
‫ﺁﻧﻜﻪ ﺗﻐﻴﻴﺮ ﺁﻥ ﻣﻤﻜﻦ ﺍﺳﺖ ﻣﺸﻜﻞ ﺑﺎﺷﺪ‪.‬‬
‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪16 /‬‬

‫ﺯﻣﺎﻧﻲ ﻛﻪ ﺩﺭ ﻳﻚ ﻛﻮﺷﺶ ﺗﺤﻮﻝ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺟﺪﻳﺪ ﺑﺎ ﻓﺮﻫﻨﮓﻫـﺎﻱ ﻣﻮﺟـﻮﺩ ﺳـﺎﺯﮔﺎﺭ ﻧﺒﺎﺷـﻨﺪ‪ ،‬ﺍﻏﻠـﺐ ﺩﺭ‬
‫ﻣﻌﺮﺽ ﺑﺎﺯﮔﺸﺖ ﺑﻪ ﻋﻘﺐ ﻳﺎ ﺳﻴﺮ ﻗﻬﻘﺮﺍﻳﻲ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ‪ .‬ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﻧﻮﻳﻦ ﻛﺎﻣﻼﹰً ﺩﺭ ﻫﻨﺠﺎﺭﻫـﺎ ﻭ‬
‫ﺍﺭﺯﺵ ﻫﺎﻱ ﮔﺮﻭﻩ ﻧﻬﺎﺩﻳﻨﻪ ﻧﺸﺪﻩ ﺑﺎﺷﻨﺪ‪ ،‬ﺭﺷﺘﻪ ﺗﺤﻮﻻﺕ ﺩﺭ ﻳﻚ ﮔﺮﻭﻩ‪ ،‬ﺑﺨﺶ‪ ،‬ﻳﺎ ﻛﻞ ﺷﺮﻛﺖ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﺑـﻪ‬
‫ﺭﺍﺣﺘﻲ ﭘﻨﺒﻪ ﺷﻮﺩ‪.‬‬
‫ﻓﺮﻫﻨﮓ ﺑﻪ ﺳﻪ ﺩﻟﻴﻞ ﻗﺪﺭﺗﻤﻨﺪ ﺍﺳﺖ‪:‬‬
‫ﺍﻓﺮﺍﺩ ﺑﺮ ﺍﺳﺎﺱ ﺁﻥ ﺍﻧﺘﺨﺎﺏ ﻣﻲﺷﻮﻧﺪ ﻭ ﻓﺮﻫﻨﮓ ﺑﻪﺧﻮﺑﻲ ﺑﻪ ﺁﻧﺎﻥ ﺗﻠﻘﻴﻦ ﻣﻲﺷﻮﺩ‪.‬‬ ‫‪.١‬‬
‫ﺑﻪ ﺩﻟﻴﻞ ﺍﻳﻨﻜﻪ ﻓﺮﻫﻨﮓ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺍﻋﻤﺎﻝ ﺻﺪﻫﺎ ﻳﺎ ﻫﺰﺍﺭﺍﻥ ﻧﻔﺮ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ‪.‬‬ ‫‪.٢‬‬
‫ﺑﻪ ﺩﻟﻴﻞ ﺍﻳﻨﻜﻪ ﻫﻤﻪ ﺍﻳﻦ ﺍﺗﻔﺎﻗﺎﺕ ﻧﺎﺁﮔﺎﻫﺎﻧﻪ ﺑﻪ ﻭﻗﻮﻉ ﻣﻲﭘﻴﻮﻧﺪﻧﺪ ﻭ ﺑﺪﻳﻦ ﺗﺮﺗﻴﺐ ﭼﺎﻟﺶ ﺑﺎ ﺁﻧﻬﺎ ﻳﺎ ﺣﺘﻲ ﺑﺤـﺚ‬ ‫‪.٣‬‬
‫ﺩﺭ ﻣﻮﺭﺩ ﺁﻧﻬﺎ ﺑﺴﻴﺎﺭ ﺳﺨﺖ ﺍﺳﺖ‪.‬‬
‫ﺩﺭ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻛﻮﺷﺶﻫﺎﻱ ﺗﺤﻮﻝ‪ ،‬ﻣﺤﻮﺭ ﺍﺻﻠﻲ ﻓﺮﻫﻨﮓ ﭘﻴﺸﻴﻦ ﺑﺎ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺟﺪﻳﺪ ﺩﺭ ﺗﻀـﺎﺩ ﻧﻴﺴـﺖ‪ ،‬ﻫـﺮ‬
‫ﭼﻨﺪ ﺑﺎ ﺑﻌﻀﻲ ﺍﺯ ﻫﻨﺠﺎﺭﻫﺎﻱ ﺧﺎﺹ ﺁﻥ ﺩﺭ ﺗﻨﺎﻗﺾ ﺧﻮﺍﻫﻨﺪ ﺑﻮﺩ‪ .‬ﺩﺭ ﭼﻨﻴﻦ ﻣﻮﺍﺭﺩﻱ‪ ،‬ﭘﻴﻮﻧﺪ ﺯﺩﻥ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺟﺪﻳﺪ‬
‫ﺑﺮ ﺭﻳﺸﻪﻫﺎﻱ ﻗﺪﻳﻤﻲ ﺿﻤﻦ ﺑﺮﺩﺍﺷﺘﻦ ﺍﺟﺰﺍﻱ ﻧﺎﻫﻤﺎﻫﻨﮓ‪ ،‬ﭼﺎﻟﺸﻲ ﺍﺳﺎﺳﻲ ﺍﺳﺖ‪.‬‬
‫ﻧﻬﺎﺩﻳﻨﻪ ﺳﺎﺧﺘﻦ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎ ﺩﺭ ﻓﺮﻫﻨﮕﻲ ﻛﻪ ﺣﺘﻲ ﺑﺎ ﺍﺭﺯﺵﻫﺎﻱ ﻣﺤﻮﺭﻱ ﺁﻥ ﻫﻤﺎﻫﻨـﮓ ﻫﺴـﺘﻨﺪ‪،‬‬
‫ﻧﻴﺰ ﻳﻚ ﭼﺎﻟﺶ ﭘﻴﭽﻴﺪﻩ ﺍﺳﺖ‪ .‬ﺯﻣﺎﻧﻲ ﻛﻪ ﺍﻳﻦ ﻫﻤﺎﻫﻨﮕﻲ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪ ،‬ﺍﻳﻦ ﭼﺎﻟﺶ ﺑﻪﻣﺮﺍﺗﺐ ﺑﺰﺭﮒﺗﺮ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬
‫ﻳﻜﻲ ﺍﺯ ﻧﻈﺮﻳﻪﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﺗﺤﻮﻝ ﻛﻪ ﺩﺭ ﻃﻲ ﭘﺎﻧﺰﺩﻩ ﺳﺎﻝ ﮔﺬﺷﺘﻪ ﺭﻭﺍﺝ ﺯﻳﺎﺩﻱ ﺩﺍﺷﺘﻪ ﻣﻲﮔﻮﻳﺪ‪ :‬ﺑﺰﺭﮒﺗـﺮﻳﻦ‬
‫ﻣﺎﻧﻊ ﺩﺭ ﻣﻘﺎﺑﻞ ﺗﺤﻮﻝ ﻳﻚ ﮔﺮﻭﻩ ﻓﺮﻫﻨﮓ ﺍﺳﺖ‪ .‬ﺑﺪﻳﻦ ﺗﺮﺗﻴﺐ ﻧﺨﺴﺘﻴﻦ ﮔﺎﻡ ﺩﺭ ﻳﻚ ﺗﺤﻮﻝ ﺑﺰﺭﮒ‪ ،‬ﺗﻐﻴﻴﺮ ﻫﻨﺠﺎﺭﻫﺎ‬
‫ﻭ ﺍﺭﺯﺵﻫﺎﺳﺖ‪.‬‬
‫ﭘﺲ ﺍﺯ ﺗﻐﻴﻴﺮ ﻓﺮﻫﻨﮓ ﺑﻘﻴﻪ ﻛﻮﺷﺶﻫﺎﻱ ﺗﺤﻮﻝ ﺑﺮﺍﻱ ﻋﻤﻠﻲ ﺷﺪﻥ ﺳﺎﺩﻩﺍﻧﺪ‪.‬‬
‫ﻓﺮﻫﻨﮓ ﭼﻴﺰﻱ ﻧﻴﺴﺖ ﻛﻪ ﺑﻪﺳﺎﺩﮔﻲ ﺑﺘﻮﺍﻥ ﺩﺭ ﺁﻥ ﺩﺳﺘﻜﺎﺭﻱ ﻛﺮﺩ‪ .‬ﻛﻮﺷﺶ ﺑﺮﺍﻱ ﺑـﻪ ﭼﻨـﮓ ﺁﻭﺭﺩﻥ ﻭ ﺗﻐﻴﻴـﺮ‬
‫ﺷﻜﻞ ﺩﺍﺩﻥ ﺁﻥ ﻫﺮﮔﺰ ﻣﺆﺛﺮ ﻧﺨﻮﺍﻫﺪ ﺑﻮﺩ‪ ،‬ﭼﺮﺍ ﻛﻪ ﻧﻤﻲﺗﻮﺍﻥ ﺁﻥ ﺭﺍ ﺑﻪ ﭼﻨﮓ ﺁﻭﺭﺩ‪.‬‬
‫ﻓﺮﻫﻨﮓ ﻓﻘﻂ ﺯﻣﺎﻧﻲ ﺗﻐﻴﻴﺮ ﻣﻲﻳﺎﺑﺪ ﻛﻪ ﺷﻤﺎ ﺑـﻪ ﻃـﻮﺭ ﻣﻮﻓﻘﻴـﺖﺁﻣﻴـﺰﻱ ﺍﻗـﺪﺍﻣﺎﺕ ﺍﻓـﺮﺍﺩ ﺭﺍ ﺗﻐﻴﻴـﺮ ﺩﻫﻴـﺪ‪.‬‬
‫ﺭﻓﺘﺎﺭﻫﺎﻱ ﺟﺪﻳﺪ ﭘﺲ ﺍﺯ ﻣﺪﺗﻲ ﻣﻨﺎﻓﻌﻲ ﺭﺍ ﺑﺮﺍﻱ ﺍﻓﺮﺍﺩ ﺩﺭ ﺑﺮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﻭ ﺍﻓﺮﺍﺩ ﺍﺭﺗﺒﺎﻁ ﺑﻴﻦ ﺍﻗﺪﺍﻣﺎﺕ ﺟﺪﻳـﺪ ﻭ‬
‫ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﺭﺍ ﺩﺭﻳﺎﺑﻨﺪ‪ .‬ﺑﺪﻳﻦ ﺗﺮﺗﻴﺐ ﺍﻏﻠﺐ ﺗﺤﻮﻻﺕ ﻓﺮﻫﻨﮕﻲ ﺩﺭ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺑﻪ ﻭﻗﻮﻉ ﻣﻲﭘﻴﻮﻧﺪﺩ‪ .‬ﺍﻳﻦ ﺑـﺪﺍﻥ‬
‫ﻣﻌﻨﻲ ﻧﻴﺴﺖ ﻛﻪ ﺣﺴﺎﺳﻴﺖ ﺑﻪ ﻣﺴﺎﺋﻞ ﻓﺮﻫﻨﮕﻲ ﺩﺭ ﻣﺮﺍﺣﻞ ﺍﻭﻟﻴﻪ ﻳﻚ ﺗﺤﻮﻝ ﺿﺮﻭﺭﻱ ﻧﻴﺴﺖ‪ .‬ﻓﺮﻫﻨﮓ ﻣﻮﺟـﻮﺩ ﺭﺍ‬
‫ﻫﺮ ﭼﻪ ﺑﻬﺘﺮ ﺩﺭﻙ ﻛﻨﻴﺪ‪ ،‬ﺳﺎﺩﻩﺗﺮ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺳﻄﺢ ﺍﺣﺴﺎﺱ ﻓﻮﺭﻳﺖ ﻭ ﺿﺮﻭﺭﺕ ﺭﺍ ﺑﺎﻻ ﺑﺒﺮﻳﺪ‪.‬‬

‫ﺑﻪ ﻃﻮﺭ ﺧﻼﺻﻪ ﻣﺸﺨﺼﺎﺕ ﺍﺻﻠﻲ ﺗﺜﺒﻴﺖ ﻓﺮﻫﻨﮕﻲ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺍﺳﺖ‪:‬‬

‫ﺩﺭ ﭘﺎﻳﺎﻥ ﺑﻪ ﻭﻗﻮﻉ ﻣﻲﭘﻴﻮﻧﺪﻧﺪ ﻧﻪ ﺩﺭ ﺁﻏﺎﺯ‪ :‬ﺍﻏﻠﺐ ﺗﺤﻮﻻﺕ ﺩﺭ ﻫﻨﺠﺎﺭﻫﺎ ﻭ ﺍﺭﺯﺵﻫﺎﻱ ﻣﺸـﺘﺮﻙ ﺩﺭ ﺁﺧـﺮ‬ ‫•‬
‫ﻓﺮﺍﻳﻨﺪ ﺗﺤﻮﻝ ﺑﻪ ﻭﻗﻮﻉ ﻣﻲﭘﻴﻮﻧﺪﻧﺪ‪.‬‬

‫ﺍﺳﺖ‪ :‬ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﺟﺪﻳﺪ ﻣﻌﻤﻮﻻﹰً ﺗﻨﻬﺎ ﺯﻣﺎﻧﻲ ﺩﺭ ﻓﺮﻫﻨﮓ ﺗﺜﺒﻴﺖ ﻣﻲﺷﻮﺩ ﻛﻪ ﻧﺘﻴﺠﻪﺑﺨﺸﻲ‬ ‫ﺑﻪ ﻧﺘﺎﻳﺞ ﻣﺘﻜﻲ‬ ‫•‬
‫ﺁﻧﻬﺎ ﺭﻭﺷﻦ ﺑﻮﺩﻩ ﻭ ﺛﺎﺑﺖ ﺷﻮﺩ ﻛﻪ ﺑﻬﺘﺮ ﺍﺯ ﺭﻭﺵﻫﺎﻱ ﮔﺬﺷﺘﻪ ﻋﻤﻞ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﺍﺳﺖ‪ :‬ﺍﻓﺮﺍﺩ ﺑﺪﻭﻥ ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﻫﺎ ﻭ ﺣﻤﺎﻳﺖ ﻫﺎﻱ ﺷـﻔﺎﻫﻲ‪ ،‬ﺍﻏﻠـﺐ ﺑـﺮﺍﻱ‬ ‫ﻣﺴﺘﻠﺰﻡ ﺻﺤﺒﺖﻫﺎﻱ ﻃﻮﻻﻧﻲ‬ ‫•‬
‫ﭘﺬﻳﺮﺵ ﺍﻋﺘﺒﺎﺭ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺟﺪﻳﺪ ﺑﻲﻣﻴﻞ ﻫﺴﺘﻨﺪ‪.‬‬
‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪17 /‬‬

‫ﺑﺎﺷﺪ‪ :‬ﮔﺎﻫﻲ ﺗﻨﻬﺎ ﺭﺍﻩ ﺗﺤـﻮﻝ ﻳـﻚ ﻓﺮﻫﻨـﮓ‪ ،‬ﺗﻐﻴﻴـﺮ ﺍﻓـﺮﺍﺩ‬ ‫ﻣﻤﻜﻦ ﺍﺳﺖ ﻣﺴﺘﻠﺰﻡ ﺗﻐﻴﻴﺮ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ‬ ‫•‬
‫ﻛﻠﻴﺪﻱ ﺍﺳﺖ‪.‬‬

‫ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﺩﺭ ﻣﻮﺭﺩ ﺍﻧﺘﺨﺎﺏ ﺭﺍ ﺣﺘﻤﻲ ﻣﻲﺳﺎﺯﺩ‪ :‬ﺍﮔﺮ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺍﺭﺗﻘﺎ ﺑﻪﺧﻮﺑﻲ ﺗﻐﻴﻴﺮ ﻧﻴﺎﺑﻨـﺪ‪ ،‬ﻛـﻪ ﺑـﺎ‬ ‫•‬
‫ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺟﺪﻳﺪ ﺳﺎﺯﮔﺎﺭ ﺑﺎﺷﻨﺪ‪ ،‬ﻓﺮﻫﻨﮓ ﻗﺪﻳﻤﻲ ﺩﻭﺑﺎﺭﻩ ﻇﻬﻮﺭ ﺧﻮﺍﻫﺪ ﻛﺮﺩ‪.‬‬

‫ﺑﺨﺶ ﺳﻮﻡ‬
‫ﺍﺷﺎﺭﺍﺗﻲ ﺑﺮ ﻭﻗﺎﻳﻊ ﻗﺮﻥ ﺑﻴﺴﺖ ﻭ ﻳﻜﻢ‬

‫ﺳﻴﺮ ﺗﻐﻴﻴﺮ ﻭ ﺗﺤﻮﻝ ﺩﺭ ﺷﺮﻭﻉ ﻫﺰﺍﺭﻩ ﺳﻮﻡ ﺑﺎ ﺷﺘﺎﺏ ﺑﻴﺸﺘﺮﻱ ﺑـﻪ ﺣﺮﻛـﺖ ﺩﺭ ﺧﻮﺍﻫـﺪ ﺁﻣـﺪ ﻭ ﺁﻫﻨـﮓ ﺁﻥ ﻛﻨـﺪ‬
‫ﻧﺨﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺭﻗﺎﺑﺖﻫﺎ ﺩﺭ ﺻﻨﺎﻳﻊ ﻓﺰﻭﻧﻲ ﻳﺎﻓﺘﻪ ﻭ ﺑﻨﮕـﺎﻩﻫـﺎ ﺩﺭ ﺳﺮﺗﺎﺳـﺮ ﻛـﺮﻩ ﺧـﺎﻛﻲ ﺑـﺎ ﺗﻬﺪﻳـﺪﻫﺎﻱ ﺟـﺪﻱ ﻭ‬
‫ﻓﺮﺻﺖﻫﺎﻱ ﻃﻼﻳﻲ ﺭﻭﺑﻪﺭﻭ ﺧﻮﺍﻫﻨﺪ ﺷﺪ‪ .‬ﻭ ﺍﻳﻦ ﺑﻪ ﺩﻟﻴﻞ ﺟﻬﺎﻧﻲ ﺷـﺪﻥ ﺍﻗﺘﺼـﺎﺩ ﭘﻴﺸـﺮﻓﺖ ﺗﻜﻨﻮﻟـﻮﮊﻱ ﻭ ﺭﻭﺍﺑـﻂ‬
‫ﺩﮔﺮﮔﻮﻥ ﺷﺪﻩ ﺍﺟﺘﻤﺎﻋﻲ ﺍﺳﺖ‪.‬‬
‫ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻗﺮﻥ ﺑﻴﺴﺘﻤﻲ ﺑﺎ ﺍﻳﻦ ﺷﺮﺍﻳﻂ ﺧﻮﺩ ﺭﺍ ﺗﻄﺒﻴﻖ ﻧﺪﺍﺩﻩ ﻭ ﺳﺎﺧﺘﺎﺭ‪ ،‬ﺳﻴﺴﺘﻢ‪ ،‬ﻓﻌﺎﻟﻴـﺖ ﻭ ﻓﺮﻫﻨـﮓ ﺁﻧﻬـﺎ‬
‫ﺍﻏﻠﺐ ﺑﺎﺯﺩﺍﺭﻧﺪﻩ ﻳﺎ ﻣﺎﻧﻊ ﺗﺤﻮﻝ ﺑﻮﺩﻩﺍﻧﺪ‪.‬‬
‫ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﻣﺎﻳﻞ ﺍﺳﺖ ﺩﺭ ﻗﺮﻥ ﺑﻴﺴﺖ ﻭ ﻳﻜﻢ ﻣﻮﻓﻖ ﻭ ﺑﺮﻧﺪﻩ ﺑﺎﺷﺪ ﺑﺎﻳﺪ ﭼﻪ ﻭﻳﮋﮔﻲﻫﺎﻳﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ؟ ﺍﻳﻦ‬
‫ﻭﻳﮋﮔﻲﻫﺎ ﺑﻪ ﺍﺧﺘﺼﺎﺭ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬

‫• ﺍﺣﺴﺎﺱ ﺩﻳﺮﭘﺎﻱ ﺿﺮﻭﺭﺕ ﻭ ﻓﻮﺭﻳﺖ‪ :‬ﺳﻄﻮﺡ ﺭﺍﺣﺖﻃﻠﺒﻲ ﺑﺎﻳﺴﺘﻲ ﺁﻧﻘﺪﺭ ﭘﺎﻳﻴﻦ ﺑﺎﺷﺪ ﺗﺎ ﺗﺤـﻮﻻﺕ ﻋﻤـﺪﻩ‬
‫ﻗﺮﻳﻦ ﻣﻮﻓﻘﻴﺖ ﮔﺮﺩﺩ‪ .‬ﺍﺣﺴﺎﺱ ﻓﻮﺭﻳﺖ ﻭ ﺿﺮﻭﺭﺕ ﺩﺭ ﺣﺪ ﺑﺎﻻ ﺑﻪ ﺗﻜﻤﻴﻞ ﻫﻤﻪ ﻣﺮﺍﺣﻞ ﻓﺮﺍﻳﻨﺪ ﺗﺤـﻮﻝ ﻛﻤـﻚ‬
‫ﻣﻲﻛﻨﺪ‪ .‬ﺩﺭﺟﻪ ﺑﺎﻻﻱ ﻓﻮﺭﻳﺖ ﻭ ﺿﺮﻭﺭﺕ ﺑﻪ ﻣﻌﻨﻲ ﻭﺣﺸﺖ ﻭ ﺍﺿﻄﺮﺍﺏ ﻳـﺎ ﺗـﺮﺱ ﻧﻴﺴـﺖ‪ ،‬ﺑﻠﻜـﻪ ﺑـﻪ ﻣﻌﻨـﻲ‬
‫ﺷﺮﺍﻳﻄﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺁﻥ ﺍﺣﺴﺎﺱ ﺭﺍﺣﺖﻃﻠﺒـﻲ ﻭﺟـﻮﺩ ﻧـﺪﺍﺭﺩ ﻭ ﺍﻓـﺮﺍﺩ ﻫﻤﻴﺸـﻪ ﺑـﻪ ﺩﻧﺒـﺎﻝ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ‬
‫ﻓﺮﺻﺖﻫﺎ ﻭ ﻣﻘﺎﺑﻠﻪ ﺑﺎ ﺗﻬﺪﻳﺪﻫﺎ ﻫﺴﺘﻨﺪ‪.‬‬

‫ﺗﻴﻤﻲ ﺩﺭ ﺭﺃﺱ ﺳﺎﺯﻣﺎﻥ‪ :‬ﺩﺭ ﻣﺤﻴﻄﻲ ﻛﻪ ﺩﺍﺋﻤﺎﹰً ﺩﺭ ﺣﺎﻝ ﺗﺤـﻮﻝ ﺍﺳـﺖ‪ ،‬ﺍﻓـﺮﺍﺩ ﺣﺘـﻲ ﺍﮔـﺮ ﺑﺴـﻴﺎﺭ ﻫـﻢ‬ ‫ﻛﺎﺭ‬ ‫•‬
‫ﺑﺎﺍﺳﺘﻌﺪﺍﺩ ﺑﺎﺷﻨﺪ‪ ،‬ﺯﻣﺎﻥ ﻳﺎ ﺗﺨﺼﺺ ﻛﺎﻓﻲ ﺑﺮﺍﻱ ﺟﺬﺏ ﻣﺸﺘﺮﻱ ﻭ ﺗﻜﻨﻮﻟﻮﮊﻱ ﺍﻃﻼﻋﺎﺕ ﻳﺎ ﺭﻭﻳﺎﺭﻭﻳﻲ ﺑـﺎ ﺭﻗﺒـﺎﻳﻲ‬
‫ﻛﻪ ﭘﻴﻮﺳﺘﻪ ﺩﺭ ﺣﺎﻝ ﺗﻐﻴﻴﺮﻧﺪ‪ ،‬ﻧﺪﺍﺭﻧﺪ‪ .‬ﺁﻧﺎﻥ ﺯﻣﺎﻥ ﻛﺎﻓﻲ ﺑﺮﺍﻱ ﺍﻧﺘﻘﺎﻝ ﺗﺼﻤﻴﻢﻫﺎﻱ ﻣﻬﻢ ﺑﻪ ﺻﺪﻫﺎ ﻳﺎ ﻫﺰﺍﺭﺍﻥ ﻧﻔﺮ‬
‫ﻧﺪﺍﺭﻧﺪ ﻭ ﺑﻪﻧﺪﺭﺕ ﺩﺍﺭﺍﻱ ﻭﻳﮋﮔﻲﻫﺎ ﻳﺎ ﻣﻬﺎﺭﺕﻫﺎﻱ ﻛﺎﺭﻳﺰﻣﺎﺗﻴﻚ ﻫﺴﺘﻨﺪ ﻛﻪ ﺑﺘﻮﺍﻧﻨﺪ ﻳﻚ ﺗﻨﻪ ﺷـﺮﺍﻳﻂ ﻻﺯﻡ ﺭﺍ‬
‫ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺗﺤﻮﻝ ﺩﺭ ﺍﻓﺮﺍﺩ ﺯﻳﺎﺩﻱ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﻧﺪ‪ .‬ﺟﺎﻳﮕﺰﻳﻨﻲ ﻳـﻚ ﻣـﺪﻳﺮ ﺩﻳﮕـﺮ ﺑـﻪ ﻣﻌﻨـﻲ ﺑﺮﺩﺍﺷـﺘﻦ ﺍﻭ ﻭ‬
‫ﮔﺬﺍﺷﺘﻦ ﻓﺮﺩ ﺩﻳﮕﺮﻱ ﻧﻴﺴﺖ‪ .‬ﺟﺎﻳﮕﺰﻳﻨﻲ ﻓﺮﺍﻳﻨﺪﻱ ﺧﻮﺍﻫﺪ ﺑﻮﺩ ﻛﻪ ﺣﺪﺍﻗﻞ ﺣﻮﻝ ﻳﻚ ﺗﻴﻢ ﻋﻤﻞ ﻣﻲﻛﻨﺪ‪ .‬ﻣـﺪﻳﺮ‬
‫ﺟﺪﻳﺪ ﺩﺭ ﺻﻮﺭﺕ ﻭﺟﻮﺩ ﺍﻋﻀﺎﻱ ﺍﺻﻠﻲ ﻳﻚ ﺗﻴﻢ ﺁﮔﺎﻩ‪ ،‬ﺩﺭ ﻣﻮﻗﻌﻴﺖ ﻣﺴﺘﺤﻜﻢﺗﺮﻱ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ ﻭ ﻣـﻲﺗﻮﺍﻧـﺪ‬
‫ﺍﺋﺘﻼﻑ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺭﺍ ﺑﺮﺍﻱ ﺭﻭﻳﺎﺭﻭﻳﻲ ﺑﺎ ﺗﺤﻮﻝ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﺩ‪.‬‬
‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪18 /‬‬

‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻣﺴﺎﺋﻞ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺑﺮﺍﻱ ﺗﻮﺳﻌﻪ ﺭﻫﺒﺮﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯﻧﺪ‪ ،‬ﺑﺮﺍﻱ ﺗﻮﺍﻧﺎﺳﺎﺯﻱ‬ ‫ﺗﻮﺍﻧﺎ ﺳﺎﺯﻱ ﮔﺴﺘﺮﺩﻩ‪:‬‬ ‫•‬
‫ﻛﺎﺭﻛﻨﺎﻥ ﻫﻢ ﺿﺮﻭﺭﺕ ﺩﺍﺭﻧﺪ‪ .‬ﺍﻳﻦ ﻋﻮﺍﻣﻞ ﺷﺎﻣﻞ‪:‬‬
‫ﺍﻓﻘﻲ ﻛﺮﺩﻥ ﻳﺎ ﻛﻴﻔﻲ ﻛﺮﺩﻥ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺩﻳﻮﺍﻥﺳﺎﻻﺭﻱ ﻛﻢﺗﺮ ﻭ ﺗﻤﺎﻳﻞ ﺑﻴﺸﺘﺮ ﺑﺮﺍﻱ ﺭﻳﺴﻚ ﭘﺬﻳﺮﻱ ﺍﺳﺖ‪ .‬ﻋـﻼﻭﻩ‬
‫ﺑﺮ ﺍﻳﻦ ﺗﻮﺍﻧﺎﺳﺎﺯﻱ ﭘﺎﻳﺪﺍﺭ ﺑﺮﺍﻱ ﺩﻧﻴﺎﻱ ﺩﺭ ﺣﺎﻝ ﺗﻐﻴﻴﺮ ﻛﻨﻮﻧﻲ‪ ،‬ﺯﻣﺎﻧﻲ ﺑﻪ ﺑﻬﺘﺮﻳﻦ ﺷﻴﻮﻩ ﻋﻤﻞ ﻣﻲﻛﻨﺪ ﻛﻪ ﻣﺪﻳﺮﺍﻥ‬
‫ﺍﺭﺷﺪ ﺑﺮ ﺭﻫﺒﺮﻱ ﻣﺘﻤﺮﻛﺰ ﺑﺎﺷﻨﺪ ﻭ ﺍﻏﻠﺐ ﻣﺴﺌﻮﻟﻴﺖﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺳﻄﻮﺡ ﭘﺎﻳﻴﻦﺗﺮ ﺗﻔﻮﻳﺾ ﻛﻨﻨﺪ‪.‬‬

‫ﺩﺭ ﺩﻧﻴﺎﻱ ﺑﻪ ﺳﺮﻋﺖ ﺩﺭ ﺣﺎﻝ ﺗﻐﻴﻴـﺮ ﻛﻨـﻮﻧﻲ‪،‬‬ ‫ﻣﺪﻳﺮﻳﺖ ﺗﻔﻮﻳﺾ ﺷﺪﻩ ﺑﺮﺍﻱ ﻋﻤﻠﻜﺮﺩ ﻋﺎﻟﻲ ﻛﻮﺗﺎﻩﻣﺪﺕ‪:‬‬ ‫•‬
‫ﻓﺮﺩ ﺑﺎﻳﺪ ﻧﻈﺎﺭﺕ ﺑﺮ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻡ ﺑﺎ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﺣﺮﻛﺖ ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ ﺑـﻪ ﺁﻳﻨـﺪﻩ ﺑﻬﺘـﺮ‪ ،‬ﻋـﺎﻟﻲ‬
‫ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﺍﮔﺮ ﺍﻫﺪﺍﻑ ﻛﻮﺗﺎﻩﻣﺪﺕ ﻧﺸﺎﻥ ﻧﺪﻫﻨﺪ ﻛﻪ ﺷﺮﻛﺖ ﺩﺭ ﻣﺴﻴﺮ ﺧﻮﺩ ﻗﺮﺍﺭ ﺩﺍﺭﺩ‪ ،‬ﺷﺎﻧﺲ ﺍﻧﺪﻛﻲ ﺑﺮﺍﻱ‬
‫ﺍﺟﺮﺍﻱ ﻛﺎﻣﻞ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺳﺎﺧﺘﺎﺭﻱ ﭘﻴﺸﺮﻓﺘﻪ ﺩﺍﺭﺩ‪ ،‬ﺍﺧﺘﻴﺎﺭ ﺯﻳﺎﺩﻱ ﺑﻪ ﺳـﻄﻮﺡ ﭘـﺎﻳﻴﻦ‬
‫ﺗﻔﻮﻳﺾ ﻣﻲﻛﻨﺪ ﻭ ﺑﺮﺗﺮﻱ ﻭ ﻣﺰﻳﺖ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﺑﻪ ﻣﻌﻨﻲ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﻗﺎﺑﻞ ﺑﻪﺧﻮﺑﻲ ﺍﺯ ﻋﻬـﺪﻩ ﺍﻳـﻦ‬
‫ﻣﺴﺌﻮﻟﻴﺖ ﺑﺮﺁﻳﻨﺪ‪ .‬ﻭ ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﺑﺎﻳﺪ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻛﺎﻓﻲ ﺁﻣﻮﺯﺵ ﻣﺪﻳﺮﻳﺖ ﺑﺒﻴﻨﻨﺪ ﻭ ﺑـﺎ ﻧﻈـﺎﻡﻫـﺎﻱ ﻣﻨﺎﺳـﺐ‬
‫ﺣﻤﺎﻳﺖ ﺷﻮﻧﺪ‪.‬‬
‫ﺳﺎﺯﻣﺎﻥ ﺑﺎ ﺗﻔﻮﻳﺾ ﺍﺧﺘﻴﺎﺭ ﺑﻴﺸﺘﺮ‪ ،‬ﺳﻠﺴﻠﻪ ﻣﺮﺍﺗﺐ ﻧﺎﺏ )ﻳﻌﻨﻲ ﺑﺪﻭﻥ ﺿﺎﻳﻌﺎﺕ( ﻭ ﻣﺴﻄﺢ ﻧﺴﺒﺖ ﺑﻪ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺎ‬
‫ﺳﻄﻮﺡ ﻣﺘﻌﺪﺩ ﻣﺪﻳﺮﻳﺖ ﻣﻴﺎﻧﻲ ﻛﻪ ﻣﺨﺎﻟﻒ ﺗﺤﻮﻝ ﻫﺴﺘﻨﺪ‪ ،‬ﻗﺪﺭﺕ ﻣﺎﻧﻮﺭ ﺑـﺎﻻﺗﺮﻱ ﺩﺍﺭﺩ‪ .‬ﺍﻳـﻦ ﻭﺍﻗﻌﻴـﺖ ﺗﻔـﻮﻳﺾ‬
‫ﺍﺧﺘﻴﺎﺭ ﺑﻴﺸﺘﺮﻱ ﺭﺍ ﺩﺭ ﺁﻳﻨﺪﻩ ﻣﻲﻃﻠﺒﺪ‪.‬‬

‫ﻭﺍﺑﺴﺘﮕﻲ ﻣﺘﻘﺎﺑﻞ ﺩﺭﻭﻧﻲ ﻏﻴﺮ ﺿﺮﻭﺭﻱ‬

‫ﺩﺭ ﻗﺮﻥ ﺑﻴﺴﺖ ﻭ ﻳﻜﻢ‪ ،‬ﻣﺤﻴﻂ ﻛﺴﺐﻭﻛﺎﺭ ﻣﺘﻼﻃﻢ ﻭ ﺩﺭ ﺣﺎﻝ ﺗﻐﻴﻴﺮ‪ ،‬ﺳﺎﺯﻣﺎﻥﻫﺎ ﺭﺍ ﺗﺤﺖ ﻓﺸﺎﺭ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ ﻛﻪ ﺑﺎ‬
‫ﺷﻌﺒﺎﺕ ﻓﺮﻋﻲ ﺧﻮﺩ ﻛﻢﻫﺰﻳﻨﻪﺗﺮ ﻭ ﺳﺮﻳﻊﺗﺮ ﻫﻤﺎﻫﻨﮓ ﺷﻮﻧﺪ‪ .‬ﻭﺍﺑﺴﺘﮕﻲﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻛـﻪ ﺍﺯ ﺩﻭﺭﻩ ﻗﺒﻠـﻲ ﺑـﻪ ﺟـﺎﻱ‬
‫ﻣﺎﻧﺪﻩﺍﻧﺪ ﻭ ﻫﻴﭻ ﺍﺭﺯﺵ ﺍﻓﺰﻭﺩﻩﺍﻱ ﺍﻳﺠﺎﺩ ﻧﻤﻲﻛﻨﻨﺪ‪ ،‬ﺩﻳﮕﺮ ﻗﺎﺑﻞ ﺗﺤﻤﻞ ﻧﻴﺴﺘﻨﺪ‪ .‬ﺑﺪﻳﻦ ﺗﺮﺗﻴﺐ‪ ،‬ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻗـﺮﻥ‬
‫ﺑﻴﺴﺖ ﻭ ﻳﻜﻢ ﺍﺣﺘﻤﺎﻻﹰً ﺭﻭﺷﻦﺗﺮ ﻭ ﭘﺎﻛﻴﺰﻩﺗﺮ ﺍﺯ ﺁﻧﻨﺪ ﻛﻪ ﺍﻣﺮﻭﺯﻩ ﺷﺎﻫﺪ ﺁﻥ ﻫﺴﺘﻴﻢ‪ .‬ﺗـﺎﺭ ﻋﻨﻜﺒـﻮﺕﻫـﺎﻱ ﺳـﺎﺧﺘﺎﺭﻱ‬
‫ﻛﻢﺗﺮ ﻭ ﮔﺮﺩ ﻭ ﻏﺒﺎﺭﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞ ﻣﺤﺪﻭﺩﺗﺮ‪ ،‬ﺳﻄﺢ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺻﺎﻑﺗﺮ ﻭ ﺳﺮﻳﻊﺗﺮ ﻣﻲﺳﺎﺯﺩ‪.‬‬

‫ﺍﻳﺠﺎﺩ ﻳﻚ ﻓﺮﻫﻨﮓ ﺳﺎﺯﮔﺎﺭ‬

‫ﺩﺭ ﻗﺮﻥ ﺑﻴﺴﺘﻢ ﺷﺎﻫﺪ ﻫﻨﺠﺎﺭﻫﺎ ﻭ ﺍﺭﺯﺵﻫﺎﻱ ﻣﺸﺘﺮﻙ ﮔﺮﻭﻫﻲ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫـﺎ ﺑـﻮﺩﻳﻢ ﻛـﻪ ﺑﻴﺸـﺘﺮ ﻣـﻮﺍﻧﻌﻲ ﺩﺭ‬
‫ﻣﻘﺎﺑﻞ ﺗﺤﻮﻝ ﺑﻮﺩﻧﺪ‪ .‬ﺍﻛﻨﻮﻥ ﺩﻳﮕﺮ ﻧﻴﺎﺯﻱ ﺑﻪ ﺍﻳﻦﮔﻮﻧﻪ ﻓﺮﻫﻨﮓﻫﺎ ﻧﻴﺴﺖ‪.‬‬
‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﺑﻪ ﻣﻨﻈﻮﺭ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻋﻤﻠﻜﺮﺩ ﻣﻄﻠﻮﺏ ﺩﺭ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺭﻫﺒﺮﻱ ﻭ ﻣـﺪﻳﺮﻳﺖ ﺷﺎﻳﺴـﺘﻪ ﺭﺍ‬
‫ﺣﻤﺎﻳﺖ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺑﻪ ﺗﺸﻮﻳﻖ ﻛﺎﺭ ﺗﻴﻤﻲ ﺩﺭ ﺭﺃﺱ ﺳﺎﺯﻣﺎﻥ ﻣﺒﺎﺩﺭﺕ ﻣﻲﻭﺭﺯﻧـﺪ‪ ،‬ﻛـﻢﺗـﺮﻳﻦ ﻻﻳـﻪﻫـﺎﻱ ﺳـﺎﺯﻣﺎﻧﻲ‪،‬‬
‫ﺩﻳﻮﺍﻥﺳﺎﻻﺭﻱ ﻭ ﻭﺍﺑﺴﺘﮕﻲ ﻣﺘﻘﺎﺑﻞ ﺭﺍ ﺧﻮﺍﻫﺎﻧﻨﺪ ﻭ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﺗﺴﻬﻴﻞ ﻣﻲﺳﺎﺯﻧﺪ‪.‬‬
‫ﺷﺮﻛﺖ ﻫﺎﻱ ﺑﺎﻓﺮﻫﻨﮓ ﺳﺎﺯﮔﺎﺭ‪ ،‬ﻣﺎﺷﻴﻦ ﻫﺎﻱ ﺭﻗﺎﺑﺘﻲ ﻭﺣﺸﺘﻨﺎﻛﻲ ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﻧﺪ‪ .‬ﻣﺤﺼـﻮﻻﺕ ﻭ ﺧـﺪﻣﺎﺕ‬
‫ﻗﺎﺑﻞ ﺗﻮﺟﻪ ﻭ ﻋﺎﻟﻲ ﺭﺍ ﺳﺮﻳﻊﺗﺮ ﻭ ﺑﻬﺘﺮ ﺗﻮﻟﻴﺪ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺑﻪ ﮔﺮﺩ ﺩﻳﻮﺍﻥﺳﺎﻻﺭﻱﻫﺎﻱ ﻣﺘﻮﺭﻡ ﺧﻂ ﻗﺮﻣﺰ ﻣـﻲﻛﺸـﻨﺪ ﻭ‬
‫ﺣﺘﻲ ﺯﻣﺎﻧﻲ ﻛﻪ ﻣﻨﺎﺑﻊ ﻭ ﺳﻬﻢ ﺑﺎﺯﺍﺭ ﻛﻢﺗﺮﻱ ﺩﺍﺭﻧﺪ‪ ،‬ﺩﻭﺑﺎﺭﻩ ﻭ ﺩﻭﺑﺎﺭﻩ ﺭﻗﺎﺑﺖ ﻣﻲﻛﻨﻨﺪ ﻭ ﺑﺮﻧﺪﻩ ﻣﻲﺷﻮﻧﺪ‪.‬‬
‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪19 /‬‬

‫ﻣﻘﺎﻳﺴﻪ ﺳﺎﺯﻣﺎﻥ ﻗﺮﻥ ﺑﻴﺴﺘﻢ ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﻗﺮﻥ ﺑﻴﺴﺖ ﻭ ﻳﻜﻢ‬

‫ﻗﺮﻥ ﺑﻴﺴﺖ ﻭ ﻳﻜﻢ‬ ‫ﻗﺮﻥ ﺑﻴﺴﺘﻢ‬
‫ﺳﺎﺧﺘﺎﺭ‬ ‫ﺳﺎﺧﺘﺎﺭ‬
‫ﻏﻴﺮ ﺩﻳﻮﺍﻥﺳـﺎﻻﺭﺍﻧﻪ‪ ،‬ﺑـﺎ ﻗـﻮﺍﻧﻴﻦ ﻭ ﻛﺎﺭﻛﻨـﺎﻥ‬ ‫ƒ‬ ‫ﺩﻳﻮﺍﻥﺳﺎﻻﺭﺍﻧﻪ‬ ‫ƒ‬
‫ﻣﺤﺪﻭﺩ‪.‬‬ ‫ﺭﺩﻩﺍﻱ‬ ‫ƒ‬
‫ﺭﺩﻩﻫﺎﻱ ﻣﺤﺪﻭﺩﺗﺮ‬ ‫ƒ‬ ‫ﺳﺎﺯﻣﺎﻥﺩﻫﻲ ﺷﺪﻩ ﺑﺮ ﺍﺳـﺎﺱ ﺍﻳﻨﻜـﻪ‬ ‫ƒ‬
‫ﺳﺎﺯﻣﺎﻥﺩﻫﻲ ﺷﺪﻩ ﺑـﺮ ﺍﺳـﺎﺱ ﻣـﺪﻳﺮﻳﺖ ﻭ‬ ‫ƒ‬ ‫ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷـﺪ ﻣـﺪﻳﺮﻳﺖ ﺧﻮﺍﻫـﺪ‬
‫ﺭﻫﺒﺮﻱ ﻭ ﺍﻳﻨﻜﻪ ﻛﺎﺭﻛﻨـﺎﻥ ﺳـﻄﻮﺡ ﭘـﺎﻳﻴﻦ ﺗـﺮ‬ ‫ﻛﺮﺩ‪.‬‬
‫ﻣﺪﻳﺮﻳﺖ ﺧﻮﺍﻫﻨﺪ ﻛﺮﺩ‪.‬‬ ‫ﻭﺟﻮﺩ ﺧﻂ ﻣﺸـﻲ ﻫـﺎ ﻭ ﺭﻭﻳـﺪﺍﺩﻫﺎﻳﻲ ﻛـﻪ‬ ‫ƒ‬
‫ﻭﺟــﻮﺩ ﺧــﻂ ﻣﺸــﻲﻫــﺎ ﻭ ﺭﻭﻳــﺪﺍﺩﻫﺎﻳﻲ ﻛــﻪ‬ ‫ƒ‬ ‫ﺍﺭﺗﺒﺎﻃﺎﺕ ﻣﺘﻘﺎﺑـﻞ ﭘﻴﭽﻴـﺪﻩ ﻭ ﺩﻭﺭﻧـﻲ ﺑـﻪ‬
‫ﻭﺍﺑﺴــﺘﮕﻲ ﺩﺭﻭﻧــﻲ ﻻﺯﻡ ﺑــﺮﺍﻱ ﺧــﺪﻣﺖ ﺑــﻪ‬ ‫ﻭﺟﻮﺩ ﻣﻲﺁﻭﺭﺩ‪.‬‬
‫ﻣﺸﺘﺮﻱ ﺭﺍ ﺗﻘﻠﻴﻞ ﻣﻲﺩﻫﻨﺪ‪.‬‬

‫ﺳﻴﺴﺘﻢﻫﺎ‬ ‫ﺳﻴﺴﺘﻢﻫﺎ‬
‫ﻭﺍﺑﺴﺘﻪ ﺑﻪ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺳﻴﺴﺘﻢ ﻫﺎﻱ ﺍﻃﻼﻋـﺎﺕ‬ ‫ƒ‬ ‫ﻭﺍﺑﺴﺘﻪ ﺑﻪ ﻣﻌﺪﻭﺩﻱ ﺍﺯ ﺳﻴﺴـﺘﻢ ﻫـﺎﻱ‬ ‫ƒ‬
‫ﻋﻤﻠﻜﺮﺩ ﻛﻪ ﺑـﻪﻭﻳـﮋﻩ ﺩﺍﺩﻩ ﻫـﺎﻳﻲ ﺩﺭ ﻣـﻮﺭﺩ‬ ‫ﺍﻃﻼﻋﺎﺕ ﻋﻤﻠﻜﺮﺩ‬
‫ﻣﺸﺘﺮﻱ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﻨﺪ‪.‬‬ ‫ﺩﺍﺩﻩ ﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﻋﻤﻠﻜﺮﺩ ﺭﺍ ﻓﻘـﻂ ﺑـﻪ‬ ‫ƒ‬
‫ﺩﺍﺩﻩﻫــﺎﻱ ﻣﺮﺑــﻮﻁ ﺑــﻪ ﻋﻤﻠﻜــﺮﺩ ﺑــﻪ ﻃــﻮﺭ‬ ‫ƒ‬ ‫ﻣﺪﻳﺮﺍﻥ ﻣﻨﺘﻘﻞ ﻣﻲﻛﻨﺪ‪.‬‬
‫ﮔﺴﺘﺮﺩﻩﺍﻱ ﺗﻮﺯﻳﻊ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﺁﻣﻮﺯﺵ ﻣﺪﻳﺮﻳﺖ ﻭ ﺳﻴﺴﺘﻢ ﻫﺎﻱ ﺣﻤـﺎﻳﺘﻲ‬ ‫ƒ‬
‫ﺁﻣﻮﺯﺵ ﻣﺪﻳﺮﻳﺖ ﻭ ﺳﻴﺴﺘﻢ ﻫﺎﻱ ﺣﻤﺎﻳﺘﻲ ﺑـﻪ‬ ‫ƒ‬ ‫ﻓﻘﻂ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﺍﺭﺍﺋﻪ ﻣﻲﺷﻮﺩ‪.‬‬
‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺍﻓﺮﺍﺩ ﺩﺍﺩﻩ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﻓﺮﻫﻨﮓ‬ ‫ﻓﺮﻫﻨﮓ‬
‫ﺗﻤﺮﻛﺰ ﺑﻪ ﺑﻴﺮﻭﻥ ﺩﺍﺭﺩ‬ ‫ƒ‬ ‫ﺗﻤﺮﻛﺰ ﺑﻪ ﺩﺭﻭﻥ ﺩﺍﺭﺩ‬ ‫ƒ‬
‫ﺗﻮﺍﻧﺎ ﺳﺎﺯ ﺍﺳﺖ‬ ‫ƒ‬ ‫ﻣﺘﻤﺮﻛﺰ ﺍﺳﺖ‬ ‫ƒ‬
‫ﺩﺭ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﺳﺮﻳﻊ ﺍﺳﺖ‬ ‫ƒ‬ ‫ﺩﺭ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﻛﻨﺪ ﺍﺳﺖ‬ ‫ƒ‬
‫ﺑﺎﺯ ﻭ ﺻﺮﻳﺢ ﺍﺳﺖ‬ ‫ƒ‬ ‫ﺳﻴﺎﺳﻲ ﺍﺳﺖ‬ ‫ƒ‬
‫ﺭﻳﺴﻚﭘﺬﻳﺮﻱ ﻣﻮﺭﺩ ﻗﺒﻮﻝ ﺍﺳﺖ‬ ‫ƒ‬ ‫ﻣﺨﺎﻟﻒ ﺑﺎ ﺭﻳﺴﻚ ﺍﺳﺖ‬ ‫ƒ‬

‫ﺭﻫﺒﺮﻱ ﻭ ﻳﺎﺩﮔﻴﺮﻱ ﻣﺎﺩﺍﻡﺍﻟﻌﻤﺮ‬

‫ﺭﻣﺰ ﺑﻘﺎﻱ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻣﻮﻓﻖ ﺩﺭ ﻗﺮﻥ ﺑﻴﺴﺖ ﻭ ﻳﻜﻢ ﺭﻫﺒﺮﻱ ﺩﺭ ﺳﺮﺍﺳﺮ ﺯﻧﺠﻴﺮﻩ ﺍﺭﺯﺵ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﺑـﺪﺍﻥ ﻣﻌﻨـﻲ‬
‫ﺍﺳﺖ ﻛﻪ ﺩﺭ ﭼﻨﺪ ﺩﻫﻪ ﺁﻳﻨﺪﻩ ﺩﺭ ﺷﺮﻛﺖﻫﺎﻱ ﻣﻮﻓﻖ‪ ،‬ﺷﺎﻫﺪ ﺷﻜﻞﮔﻴﺮﻱ ﺟﺪﻳﺪﻱ ﺩﺭ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﺁﻧﻬـﺎ‬
‫ﺧﻮﺍﻫﻴﻢ ﺑﻮﺩ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺍﺯ ﻋﻬﺪﻩ ﻣﺤﻴﻂ ﺭﻗﺎﺑﺘﻲ ﻭ ﭘﻴﻮﺳﺘﻪ ﺩﺭ ﺣﺎﻝ ﺗﻐﻴﻴﺮ ﺑﺮﺁﻳﻨﺪ‪ .‬ﻛﺎﺭﻛﻨﺎﻥ ﻗﺮﻥ ﺑﻴﺴـﺖ ﻭ ﻳﻜـﻢ‬
‫ﺑﺎﻳﺪ ﺩﺍﻧﺶ ﺑﻴﺸﺘﺮﻱ ﺩﺭ ﻣﻮﺭﺩ ﻣﺪﻳﺮﻳﺖ ﺩﺭ ﺭﻫﺒﺮﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ .‬ﺑﺮﺍﻱ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺑﺮ ﭘﺎﻳﻪ ﻋﻘﺎﻳﺪ ﺳﻨﺘﻲ ﻣﺮﺑﻮﻁ‬
‫ﺭﻫﺒﺮﻱ ﺗﺤﻮﻝ ‪20 /‬‬

‫ﺑﻪ ﺭﻫﺒﺮﻱ ﭘﺮﻭﺭﺵ ﻳﺎﻓﺘﻪﺍﻧﺪ‪ ،‬ﺍﻳﻦ ﻋﻘﻴﺪﻩ ﻗﺎﺑﻞ ﻗﺒﻮﻝ ﻧﻴﺴﺖ‪ .‬ﺑﺰﺭﮒﺗﺮﻳﻦ ﺧﻄﺎﻱ ﺍﻳﻦ ﺍﻟﮕـﻮﻱ ﺳـﻨﺘﻲ ﻣﺮﺑـﻮﻁ ﺑـﻪ‬
‫ﻓﺮﺿﻴﻪﻫﺎﻱ ﺁﻥ ﺩﺭﺑﺎﺭﻩ ﻣﺒﺪﺃ ﺭﻫﺒﺮﻱ ﺍﺳﺖ‪.‬‬
‫ﺑﻪ ﺯﺑﺎﻥ ﺳﺎﺩﻩ ﺍﻧﺪﻳﺸﻪ ﻏﺎﻟﺐ ﺩﺭ ﻣﻮﺭﺩ ﻣﻬﺎﺭﺕﻫﺎﻱ ﺭﻫﺒﺮﻱ ﺍﻳﻦ ﺑﻮﺩ ﻛﻪ ﻫﺪﻳﻪﺍﻱ ﺧﺪﺍﺩﺍﺩﻱ ﻭ ﺫﺍﺗﻲ ﺍﺳﺖ ﻛﻪ‬
‫ﺧﺪﺍﻭﻧﺪ ﺁﻥ ﺭﺍ ﺗﻨﻬﺎ ﺑﻪ ﺗﻌﺪﺍﺩﻱ ﺍﻧﺪﻙ ﺍﻋﻄﺎ ﻣﻲﻛﻨﺪ‪ .‬ﺍﻣﺎ ﺩﺭ ﺣﺎﻝ ﺣﺎﺿﺮ ﺑﺎ ﻣﻄﺎﻟﻌـﻪ ﺳـﺎﺯﻣﺎﻥ ﻭ ﺍﻓـﺮﺍﺩﻱ ﻛـﻪ ﺁﻥ ﺭﺍ‬
‫ﺍﺩﺍﺭﻩ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺩﺭﻣﻲﻳﺎﺑﻴﻢ ﻛﻪ ﺍﻳﻦ ﺍﻳﺪﻩ ﺍﻋﺘﺒﺎﺭﻱ ﻧﺪﺍﺭﺩ ﺑﻪ ﻭﻳﮋﻩ ﺁﻥ ﻛﻪ ﺍﻳﻦ ﺍﻟﮕﻮﻱ ﻗـﺪﻳﻤﻲ ﻗـﺪﺭﺕ ﻭ ﻇﺮﻓﻴـﺖ‬
‫ﻳﺎﺩﮔﻴﺮﻱ ﻣﺎﺩﺍﻡﺍﻟﻌﻤﺮ ﺭﺍ ﻧﺪﻳﺪﻩ ﻣﻲﮔﻴﺮﺩ‪ .‬ﺗﺼﻮﺭ ﻣﻲﺭﻭﺩ ﻛﻪ ﺩﺭ ﻗﺮﻥ ﺑﻴﺴـﺖ ﻭ ﻳﻜـﻢ ﺷـﺎﻫﺪ ﺗﻌـﺪﺍﺩ ﺑﻴﺸـﺘﺮﻱ ﺍﺯ‬
‫ﺭﻫﺒﺮﺍﻥ ﻓﻮﻕﺍﻟﻌﺎﺩﻩ ﺑﺎﺷﻴﻢ ﻛﻪ ﻣﻬﺎﺭﺕﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﻳﺎﺩﮔﻴﺮﻱ ﻣﺎﺩﺍﻡﺍﻟﻌﻤﺮ ﺗﻮﺳﻌﻪ ﻣﻲﺑﺨﺸﻨﺪ‪ ،‬ﭼﺮﺍ ﻛﻪ ﺩﺭ ﻣﺤـﻴﻂ‬
‫ﺑﻪﺳﺮﻋﺖ ﺩﺭ ﺣﺎﻝ ﺗﺤﻮﻝ ﻛﻨﻮﻧﻲ‪ ،‬ﺍﻳﻦ ﺍﻟﮕﻮﻱ ﺭﺷﺪ ﭘﻴﻮﺳﺘﻪ ﻣﻮﺭﺩ ﺗﺸﻮﻳﻖ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ‪.‬‬
‫ﺭﻗﺎﺑﺖ ﻧﻴﺰ ﺳﺒﺐ ﺗﻘﻮﻳﺖ ﻳﺎﺩﮔﻴﺮﻱ ﻣﺎﺩﺍﻡﺍﻟﻌﻤﺮ ﻣﻲﺷﻮﺩ ﻛﻪ ﺁﻥ ﻧﻴﺰ ﺭﺷﺪ ﺳﻄﻮﺡ ﺩﺍﻧﺶ ﻭ ﻣﻬﺎﺭﺕ ﺑـﻪ ﻭﻳـﮋﻩ‬
‫ﻣﻬﺎﺭﺕﻫﺎﻱ ﺭﻫﺒﺮﻱ ﺭﺍ ﺑﻪ ﺩﻧﺒﺎﻝ ﺩﺍﺭﺩ‪.‬‬
‫ﺭﻫﺒﺮﺍﻥ ﻣﻮﻓﻖ ﻳﻚ ﺳﺮﻱ ﻋﺎﺩﺍﺕ ﻓﻜﺮﻱ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺩﺍﺭﻧﺪ ﻛـﻪ ﺁﻧﻬـﺎ ﺭﺍ ﺩﺭ ﻳـﺎﺩﮔﻴﺮﻱ ﻣـﺎﺩﺍﻡﺍﻟﻌﻤـﺮ ﻛﻤـﻚ‬
‫ﻣﻲﻧﻤﺎﻳﺪ‪:‬‬

‫ﺭﻳﺴﻚﭘﺬﻳﺮﻱ‪ :‬ﺗﻤﺎﻳﻞ ﻓﺮﺩ ﺑﺮﺍﻱ ﺧﺮﻭﺝ ﺍﺯ ﺣﻮﺯﻩ ﺭﺍﺣﺖﻃﻠﺒﻲ‪.‬‬

‫ﺑﺎﺯﺗﺎﺏ ﻣﺘﻮﺍﺿﻌﺎﻧﻪ ﺧﻮﺩ‪ :‬ﺍﺭﺯﻳﺎﺑﻲ ﺻﺎﺩﻗﺎﻧﻪ ﺍﺯ ﻣﻮﻓﻘﻴﺖﻫﺎ ﻭ ﺑﻪ ﻭﻳﮋﻩ ﺷﻜﺴﺖﻫﺎ‪.‬‬

‫ﺟﻤﻊﺁﻭﺭﻱ ﺑﻲﺑﺎﻛﺎﻧﻪ ﺍﻃﻼﻋﺎﺕ ﻭ ﺍﻓﻜﺎﺭ ﺩﻳﮕﺮﺍﻥ‪.‬‬ ‫ﻣﻴﻞ ﺑﻪ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻋﻘﺎﻳﺪ ﺩﻳﮕﺮﺍﻥ‪:‬‬

‫ﻣﻴﻞ ﺑﺎﻃﻨﻲ ﻭ ﺭﻏﺒﺖ ﺑﻪ ﮔﻮﺵ ﺩﺍﺩﻥ ﺑﻪ ﺩﻳﮕﺮﺍﻥ‪.‬‬ ‫ﮔﻮﺵ ﺩﺍﺩﻥ ﺩﻗﻴﻖ‪:‬‬
‫ﺳﻌﻪ ﺻﺪﺭ ﺩﺭ ﺑﺮﺍﺑﺮ ﺍﻓﻜﺎﺭ‪ :‬ﺗﻤﺎﻳﻞ ﺑﺮﺍﻱ ﺭﻭﻳﺎﺭﻭﻳﻲ ﺑﺎ ﺯﻧﺪﮔﻲ ﺑﺎ ﻓﻜﺮ ﺑﺎﺯ‪.‬‬
‫ﻳﺎﺩﮔﻴﺮﻧﺪﮔﺎﻥ ﻣﺎﺩﺍﻡﺍﻟﻌﻤﺮ ﺭﻳﺴﻚﭘﺬﻳﺮﻧﺪ‪ .‬ﺑﺴﻴﺎﺭ ﺑﻴﺸﺘﺮ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺣﺒﺎﺏﻫﺎﻱ ﺭﺍﺣﺖﻃﻠﺒـﻲ ﺑﻴـﺮﻭﻥ‬
‫ﻣﻲﻛﺸﻨﺪ ﻭ ﺍﻓﻜﺎﺭ ﺟﺪﻳﺪ ﺭﺍ ﻣﻮﺭﺩ ﺁﺯﻣﻮﻥ ﻗﺮﺍﺭ ﻣﻲﺩﻫﻨﺪ‪.‬‬
‫ﻳﺎﺩﮔﻴﺮﻧﺪﮔﺎﻥ ﻣﺎﺩﺍﻡﺍﻟﻌﻤﺮ ﺑﺴﻴﺎﺭ ﺑﻴﺸﺘﺮ ﺍﺯ ﺍﻏﻠﺐ ﻣﺎ ﺩﺭ ﻣﻮﺭﺩ ﺷﻜﺴﺖﻫﺎ ﻭ ﻣﻮﻓﻘﻴﺖﻫـﺎﻱ ﺧـﻮﺩ ﺻـﺎﺩﻗﺎﻧﻪ ﻭ‬
‫ﻣﺘﻮﺍﺿﻌﺎﻧﻪ ﻣﻲﺍﻧﺪﻳﺸﻨﺪ ﺗﺎ ﺑﻪ ﺧﻮﺩ ﺁﻣﻮﺯﺵ ﺩﻫﻨﺪ‪.‬‬
‫ﻳﺎﺩﮔﻴﺮﻧﺪﮔﺎﻥ ﻣﺎﺩﺍﻡﺍﻟﻌﻤﺮ ﻓﻌﺎﻻﻧﻪ ﺩﺭ ﭘﻲ ﺁﮔﺎﻫﻲ ﺍﺯ ﺍﻧﺪﻳﺸﻪ ﻭ ﻋﻘﺎﻳﺪ ﺩﻳﮕﺮﺍﻥ ﻫﺴﺘﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺑﺮ ﺍﻳﻦ ﻋﻘﻴـﺪﻩﺍﻧـﺪ‬
‫ﻛﻪ ﺑﺎ ﺩﻳﺪﮔﺎﻩ ﺩﺭﺳﺖ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺍﺯ ﻫﺮ ﻛﺴﻲ ﺗﻘﺮﻳﺒﺎﹰً ﺗﺤﺖ ﻫﺮ ﺷﺮﺍﻳﻄﻲ ﺑﻴﺎﻣﻮﺯﻧﺪ‪.‬‬
‫ﻳﺎﺩﮔﻴﺮﻧﺪﮔﺎﻥ ﻣﺎﺩﺍﻡﺍﻟﻌﻤﺮ ﺑﺴﻴﺎﺭ ﺑﻴﺸﺘﺮ ﺍﺯ ﺍﻓﺮﺍﺩ ﻣﻌﻤﻮﻟﻲ ﺑﻪﺩﻗﺖ ﻭ ﺑﺎ ﺩﻳﺪﻱ ﺑﺎﺯ ﺑﻪ ﺩﻳﮕﺮﺍﻥ ﮔﻮﺵ ﻣﻲﺩﻫﻨﺪ‪.‬‬
‫ﺁﻧﺎﻥ ﻣﻌﺘﻘﺪ ﻧﻴﺴﺘﻨﺪ ﻛﻪ ﮔﻮﺵ ﺩﺍﺩﻥ ﺍﻏﻠﺐ ﺍﻭﻗﺎﺕ ﺍﻃﻼﻋﺎﺕ ﻣﻬﻢ ﻳﺎ ﺍﻳﺪﻩﻫﺎﻱ ﺑﺰﺭﮒ ﺗﻮﻟﻴﺪ ﻣﻲﻛﻨﺪ‪ ،‬ﺑﻠﻜـﻪ ﻛـﺎﻣﻼﹰً‬
‫ﺑﺮﻋﻜﺲ ﺑﺮ ﺍﻳﻦ ﺑﺎﻭﺭﻧﺪ ﻛﻪ ﮔﻮﺵ ﺩﺍﺩﻥ ﺩﻗﻴﻖ ﺑﺎﺯﺧﻮﺭﺩﻱ ﺻﺤﻴﺢ ﺑﻪ ﺁﻧﺎﻥ ﺩﺭ ﻣﻮﺭﺩ ﺗﺄﺛﻴﺮ ﺍﻋﻤﺎﻟﺸﺎﻥ ﻣـﻲﺩﻫـﺪ ﻭ‬
‫ﺑﺪﻭﻥ ﺑﺎﺯﺧﻮﺭﺩ ﺻﺎﺩﻗﺎﻧﻪ ﻳﺎﺩﮔﻴﺮﻱ ﺗﻘﺮﻳﺒﺎﹰً ﻏﻴﺮﻣﻤﻜﻦ ﻣﻲﺷﻮﺩ‪.‬‬