قابلیت تلنگرهای رفتاری برای کاهش پدیده ترک فعل در بخش عمومی

نوع مقاله : مقاله علمی پژوهشی

نویسندگان

1 دانشیار، گروه رهبری و سرمایه انسانی، دانشکده مدیریت دولتی و علوم سازمانی، دانشکدگان مدیریت، دانشگاه تهران، تهران، ایران.

2 دانشجوی دکتری، گروه خط‌مشی و اداره عمومی، دانشکده مدیریت دولتی و علوم سازمانی، دانشکدگان مدیریت، دانشگاه تهران، تهران، ایران.

چکیده

هدف: علوم رفتاری طیف وسیعی از مداخلات تلنگری را ارائه می‌دهد که می‌توانند در سطوح فردی و سازمانی اجرا شوند. بر این اساس، این مقاله ضمن بازتعریف مفهوم ترک فعل در دستگاه‌های اجرایی، تلاش کرده است تا با احصای سوگیری‌های مطرح در این حوزه و با استفاده از قابلیت‌های نظریۀ تلنگر، به راه‌کارهایی اشاره کند که امکان دسترسی به وضعیت مطلوب‌تر در حوزه ترک فعل دستگاه‌های اجرایی فراهم شود. هدف پژوهش حاضر، بررسی قابلیت تلنگرهای رفتاری برای کاهش پدیدۀ ترک فعل در دستگاه‌های اجرایی (بخش عمومی) است. در واقع این پژوهش تلاش می‌کند تا نشان دهد شناخت و مدیریت سوگیری‌های شناختی با رویکرد مداخلۀ رفتاری، می‌تواند نتایج مطلوبی را در حوزه جلوگیری از ترک فعل باعث شود.
روش: پژوهش حاضر مبتنی بر پارادایم تفسیری و روش‌شناسی کیفی و با روش تحلیل تم انجام شده است. مشارکت‌کنندگان خبرگانِ حوزه رشته مدیریت، حقوق و شاغلان دستگاه‌های اجرایی بودند که به روش گلوله برفی انتخاب شدند. تحلیل داده‌ها از طریق مصاحبه نیمه‌ساختاریافته با روش کیفی و با استفاده از روش تحلیل تم انجام شده است. یافته‌های به‌دست‌آمده از مصاحبه‌ها در قالب کدهای استخراجی با روش اعتباریابی پاسخ‌دهنده، از لحاظ روایی و پایایی درونی بررسی شده است.
یافته‌ها: ۱۹ سوگیری شناختی که می‌تواند به رفتار ترک فعل مدیران و کارکنان منجر شود احصا و ارائه شد. این سوگیری‌ها در واقع با انحراف تصمیم از مسیر درست، زمینه‌ساز ترک فعل هستند. تلنگرهای احصا شده در این پژوهش، برآمده از مطالعات نظری و میدانی بودند و در قالب ۶ عنوان تلنگری شناسایی شدند که قابلیت جلوگیری از رفتارهای منتج به ترک فعل در کارکنان را دارند.
نتیجه‌گیری: نتایج پژوهش نشان داد اصول تلنگرهای رفتاری را می‌توان در سازمان‌ها و زمینه‌های مختلف اعمال کرد. با این حال، توجه به این نکته مهم است که اثربخشی تلنگرها، بسته به زمینۀ خاص و رفتار هدف، متفاوت است. در این خصوص، شواهد میدانی مؤید اثربخشی تلنگرهای رفتاری مختلف در کاهش فرار از مسئولیت و ترویج رفتار مثبت در اداره‌های دولتی است. فرار از مسئولیت در بین مدیران، تهدیدی مهم برای اثربخشی سازمان است و مانع پیشرفت در جهت دستیابی به اهداف استراتژیک می‌شود. با درک زیربنای رفتاری این مسئله و استفاده از اصول علوم رفتاری، سازمان‌ها می‌توانند به‌طور مؤثر این موضوع را کاهش و فرهنگ مدیریت مسئولانه را پرورش دهند. با توانمندسازی مدیران و با آگاهی از سوگیری شناختی، ارتقای مسئولیت‌پذیری جمعی و استفاده از تلنگرها برای تغییر رفتار، سازمان‌ها می‌توانند محیط کاری‌ای ایجاد کنند که در آن مدیران انگیزه داشته و در انجام مسئولیت‌های خود مشارکت جدی داشته باشند. مطالعات این پژوهش نشان داد که از نظر خبرگان ایرانی تلنگرهای انگیزشی، پاسخ‌گوکننده و اخلاق‌مدار با رویکرد رهبری اخلاقی، از قابلیت بیشتری در تأثیرگذاری برای مواجهه با پدیدۀ ترک فعل در دستگاه‌های اجرایی برخوردارند.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Investigating the Feasibility of Behavioral Nudges to Reduce the Phenomenon of Escape from Responsibility in Public Sector

نویسندگان [English]

  • Seyed Kamal Vaezi 1
  • Mahboubeh Hosseini 2
1 Associate Prof., Department of Leadership and Human Capital, Faculty of Public Administration and Organizational Sciences, College of Management, Tehran, Iran.
2 PhD. Candidate, Department of Public Administration and Policy Making, Faculty of Public Administration and Organizational Sciences, College of Management, Tehran, Iran.
چکیده [English]

Objective
The aim of this research is to investigate the potential of behavioral nudges to reduce the escape from responsibility in executive systems (public sector). The field of behavioral sciences offers a wide range of nudge interventions that can be implemented at both individual and organizational levels. Therefore, this article attempts to redefine the concept of escape from responsibility in executive systems considering the administrative environment. By statistically analyzing biases in this area, the paper refers to solutions based on the capabilities of nudge theory and the concept of choice architecture to provide access to a more desirable situation in the field of escape from responsibility in the public sector.
Methods
The present research is based on the interpretive paradigm and qualitative methodology and was conducted using thematic analysis. The statistical population consisted of experts in the fields of management, law, and high officials of public sectors who were selected by the snowball sampling method. Data were collected through semi-structured interviews with experts and continued until theoretical saturation was reached.
Results
The studies conducted identified 19 cognitive biases that can lead to the escape from responsibility among managers and employees. These biases essentially pave the way for escape from responsibility by deviating decision-making from the right path. The nudges identified in this research, influenced by theoretical and field studies, were categorized into six groups, which have the potential to prevent and control behaviors leading to omission in employees.
 
Conclusion
Findings show that managers and employees are subject to cognitive errors and biases in their understanding of duties and responsibilities. The results of the study also demonstrate that the principles of behavioral nudges can be applied in various organizations and fields. However, it is important to note that the effectiveness of nudges can vary depending on the specific context, targeted behaviors, and selected organizations. In this regard, the evidence is effective in reducing the evasion of responsibility and promoting positive behavior in public offices. Escape from responsibility among managers is a significant threat to the effectiveness of the organization and prevents progress towards achieving strategic goals. By understanding the underlying psychological underpinnings of this issue and applying the principles of behavioral science, organizations can effectively reduce this issue and foster a culture of responsible management. By empowering managers and by being aware of cognitive biases, promoting collective accountability, and using nudges to change behavior, organizations can create a safer working environment in which managers are motivated and take an active part in fulfilling their responsibilities and duties. This study showed that, according to Iranian experts, the motivational nudges, responsive nudges, and ethically based nudges have a greater and more effective ability to influence the handling of escape from responsibility in public sectors.

کلیدواژه‌ها [English]

  • Escape from responsibility
  • Behavioral nudge
  • Public sector
  • Behavioral economics
  • Cognitive bias

مراجع

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مدیریت دولتی
دوره 16، شماره 2
1403
صفحه 221-248

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