Since the 1980s, psychologists and management scholars have contributed significantly to the popularity of the idea of culture in organizations. A common and tenacious pitfall surrounding this idea, at times pointed out by these scholars themselves, is that culture is too often hypostatized and superimposed upon people. In doing so, this can have harmful consequences for employees at every level of organization. In this article, we reiterate this critique, challenge familiar managerial notions used to address “shared” behavior among employees, and answer to an old but neglected call to bring back real people to the forefront of our analyses. Based upon our adaptation of the enactive approach to the social tuning of behavior developed by Paul Voestermans and Theo Verheggen—made applicable in empirical studies on culture change conducted by the first author of this article—and inspired by principles of Gestalt, we propose a novel heuristic model to address organizational culture change. We attempt to do so both from an analytical and interventionist standpoint, while avoiding attributing causality to the idea of culture.

自1980年代以来，心理学家和管理学者为组织中文化观念的流行做出了巨大贡献。这些学者自己有时指出，围绕这一思想的一个共同而顽强的陷阱是，文化常常被低估并叠加在人们身上。这样做会对组织各个级别的员工造成有害的后果。在本文中，我们重申了这一批评，挑战了用于解决员工之间“共享”行为的熟悉的管理理念，并回答了一个古老但被忽视的要求，即将真实的人带回到分析的最前沿。基于我们对由保罗·沃斯特曼斯（Paul Voestermans）和西奥·弗海根（Theo Verheggen）提出的对行为进行社会调节的积极方法的调整（该方法适用于本文的第一作者进行的关于文化变化的实证研究），并受格式塔（Gestalt）原理的启发，我们提出了一种新颖的方法。解决组织文化变革的启发式模型。我们试图从分析和干预主义的角度来做到这一点，同时避免将因果关系归因于文化观念。