研究業績

Organizations frequently fail to sustain transformation despite substantial investment in leadership development, cultural change programs, and structural redesign. Existing frameworks tend to treat organizational stability as passive inertia rather than as an actively and recursively reproduced dynamic state. This paper introduces Clinical Organizational Science (COS), an integrative framework that addresses this gap by specifying the structural mechanisms through which organizational stability is generated and through which durable transformation can be induced. Drawing on complexity science, neuroscience, organizational psychology, and behavioral science, COS proposes a multilevel mechanistic account—the emergence bridge—connecting individual behavioral habituation to organizational-level attractor transition. Three structured intervention techniques are presented—Field Gradient Theory, Loop Conversion Design, and Neural Base Design—each operationalizing a distinct structural mechanism with specified theoretical foundations and failure conditions. Illustrative patterns consistent with the framework’s theoretical predictions are discussed across behavioral, relational, and organizational levels, with explicit acknowledgment of their conceptual rather than evidentiary status. An ethics framework governing neuroscience-informed organizational intervention is also proposed. COS offers a theoretically grounded conceptual framework that repositions organizational transformation from a behavioral change project to a structural intervention problem, accompanied be testable propositions and directions for independent empirical investigation.