認知と行為の因果関係に関する組織論的分析

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  • A THEORETICAL ANALYSIS OF THE CAUSAL RELATIONSHIP BETWEEN COGNITION AND ACTION IN ORGANIZATIONS
  • ニンチ ト コウイ ノ インガ カンケイ ニ カンスル ソシキロンテキ ブンセキ

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This paper concerns the causal relationships, "people percept first and then react after that" and "people act first and then recognize what they did". The implicit premise of all experimental psychology and cognitive psychology which were used to analyze the behavior of organizational members was the perception first, that is, people act after they think. Needless to say, major organizational theories such as rational decision making theory by March=Simon (1958) had the premise of the same causal relationship (cognition→action). K. E. Weick (1969) advocated the adverse causal relationship which was expressed by the famous phrase "How can I know what I think until what I say?" His retrospective sensemaking meant action first. That is, people could not recognize what they had done until they did it. He tried to show us the organizing process by depicting the interactions of organizational members who understood their context only with retrospective sensemaking subjectively. These two causal relationships (cognition→action and action→recognition) were informed by differences in methodology (positivist approach versus interpretive approach). The interpretive approach to organizational research exemplified by ethnography, phenomenology, and case studies have been gaining attention in recent years as an alternative to the more traditional positivist approach such as hypothesis testing, mathematical analysis. This study suggests that the perception first premise comes from the positivist position and the interpretive position, but the action first premise comes only from the interpretive position. Major organizational behavior theories have been categorized from such a point of view. In the last part of the paper, the second-order changes by organization members are discussed to show how to integrate positivist and interpretive approaches and how the relationships are associated with organizational change.

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