شناسایی و اولویت‌بندی عوامل موثر بر ترومای سازمانی با استفاده از رویکرد دلفی فازی

امروزه ترومای سازمانی تهدیدی جدی در برابر عملکرد مطلوب و مناسب افراد در سازمان است که در صورت عدم رسیدگی سریع به آن؛ علاوه بر اتلاف منابع و انرژی سازمان می‌تواند آن را به کام مرگ بکشاند. پژوهش حاضر با هدف شناسایی و تبیین اولویت‌بندی عوامل موثر بر ترومای سازمانی در سازمان‌های دولتی انجام پذیرفت. این تحقیق از نظر روش، ترکیبی و از نظر نوع پژوهش، تحقیقی استقرایی است. جامعه آماری پژوهش، مدیران عالی و میانی سازمان‌های دولتی شهرستان خرم‌آباد هستند که با استفاده از روش نمونه‌گیری هدفمند 29 نفر از آنان به عنوان اعضای نمونه انتخاب گردیده است. در پژوهش حاضر با استفاده از ترکیب روش کمی و کیفی، ابتدا با استفاده از داده‌های کیفی به دست آمده از مطالعات اکتشافی شامل بررسی متون اکتشافی و انجام مصاحبه‌های اکتشافی عوامل موثر بر ترومای سازمانی مشخص گردید، سپس با استخراج عوامل، از طریق تحقیق زمینه‌یابی این عوامل مورد ارزیابی و بررسی قرار گرفت. نتایج پژوهش مشتمل بر دو بخش است، که در بخش اول مجموعه‌ای از عوامل موثر بر ترومای سازمانی شناسایی و در بخش دوم میزان اهمیت و اولویت این عوامل مشخص شد. نتایج نشان می‌دهند که ضعف فرهنگ‌سازمانی، فقدان صداقت و عدالت سازمانی، عدم توجه به مدیریت مشارکتی، عدم ارتقاء و موفقیت شغلی، بی‌تفاوتی سازمانی، ناکارآمدی مدیران و سرپرستان، فقدان نظام شایسته‌سالاری و عدم‌حمایت سازمانی مهم‌ترین عوامل موثر بر ترومای سازمانی هستند.

Identifying and prioritizing the factors affecting organizational trauma using delphi fuzzi approach

Extended abstract 1 INTRODUCTION In today’s world, organizations are increasingly faced with dynamic and changing environments. thus, to survive, overcome the problems ahead, and adapt to existing developments, they should be able to change their paths and anticipate changes in the future. as new needs emerge and science and technology advance, organizations and managing them become more complex and difficult. these uncertainties, crises, workplace emergencies, and psychological pressures play a significant role in managing their performance. thus, in the age of industrialization, one of the main challenges for managers is to come with psychological pressures and control this destructive phenomenon that leads to behavioral problems and conflicts. therefore, some strategies are needed to reduce the problems caused by psychological pressures like organizational trauma. 2 THEORETICAL FRAMEWORK Organizational trauma is a person’s intense anxiety about experiencing a catastrophic event that is beyond their current or routine experience and overshadows their defense structure. The source of trauma may be the own organization, the employees’ relationships with each other, and/or interaction of people with the natural world. Employees may be traumatized because of their managers’ misbehavior, losing their colleagues, downsizing, or their lack of necessary competencies. Factors such as the lack of focus on organizational tasks, expansion of subgroups not related to the main tasks, excessive increase of personal relationships, lack of problemsolving capacity, and forced silence are considered as signs of organizational trauma. 3 METHODOLOGY This is a mixedmethods study that has utilized both the questionnaire and interview to identify the factors affecting organizational trauma. first, an exploratory study was conducted by semistructured interviews. the validity and reliability of obtained data in the qualitative phase were evaluated and confirmed using the CVR coefficient and KappaCohen test. on this basis, the affecting factors of organizational trauma were identified. through a field study, they were then validated. 4 RESULTS DISCUSSION This study aimed to identify and prioritize the factors affecting organizational trauma. In the following, the results referred to factors affecting organizational trauma: job insecurity, weak organizational culture, unusual increase in tasks and responsibilities, unclear mission and vision, managers’ and supervisors’ inefficiency, decrease in organization’s legitimacy, lack of promotion and success, inadequate technology, lack of organizational honesty and justice, centralized and inappropriate structures, lack of organizational support, weak and inefficient communication patterns, lack of meritocracy systems, inability to attract resources, organizational silence, role ambiguity, and lack of participative management. on the other hand, after reviewing and evaluating the opinions of sample members and exploring the factors affecting organizational trauma using the delphi approach, these factors were prioritized. 5 CONCLUSIONS SUGGESTIONS The current results indicated that the weakness of organizational culture is the most important factor affecting organizational trauma. cultural weakness may exacerbate the organizational trauma by increasing tensions and conflicts, ignoring common values and beliefs, and so on. also, the lack of honesty and organizational justice, as the second most important affecting factor, indicates that discrimination, inputs (efforts) and outputs (rewards) mismatch, and employees’ dishonest behavior lead to psychological damage. to achieve success and prosperity, the managers of public organizations are suggested to identify the factors affecting organizational trauma so that they can easily maintain their defense structures against psychological damages and increase the organization’s flexibility against the crises. besides, it is suggested that public managers reduce the negative effects of organizational trauma on employees by implementing an organizational culture of empathy, intimacy, compassion, and trust.