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1鲦鱼效应鲦鱼是生活在淡水中的一种小鱼,因个体弱小而常常群居,并以强健者为首领。德国动物学家霍斯特在实验中发现,如果将鲦鱼“首领”脑后控制行为的神经割除后,此鱼便失去自制力,行动也发生紊乱,但其他鲦鱼却仍像从前一样盲目追随。现代管理学家以“鲦鱼效应”来说明一个组织内的群体具有定性思维和惯性行为的特征。具有“鲦鱼效应”的群体利于组织的稳定性和可预测性,但是,定性思维和惯性行为又是创新和进步最顽固的敌人。“鲦鱼效应”的形成源自于个体内心的习惯性防卫,而群体拒绝变革首先是由个体开始的。由于个体害怕改变已经习惯了的规则和环境,从而拒绝变革,最后演变成群体的惰性和依赖性,表现为一个组织的墨守成规。“鲦鱼效应”在那些不依赖竞争而存在的组织中表现得尤为明显。
Anchovy effect Anchovy is a small fish living in fresh water, often living in small and weak individuals, with strong people as the leader. Horst, a German zoologist, found in experiments that if the nerves were removed from the head-control behavior of the catfish, the fish lost control of the system of self-control and the operation was disturbed. However, the other catfish remained as blind as ever follow. Modern management scientists use “catfish effects” to characterize groups within an organization that have qualitative thinking and inertia. Groups with “catfish effects” contribute to the stability and predictability of the organization, but qualitative thinking and inertia are again the most persistent enemies of innovation and progress. The formation of “catfish effect” stems from the habitual defense of the individual’s heart, and the group refuses to change first and foremost by the individual. As individuals are afraid to change the rules and the environment they are accustomed to, they refuse to change and finally evolve into groups of laziness and dependence, manifested in the conformity of an organization. The “catfish effect” is particularly evident in organizations that do not rely on competition.