Essay代写参考：Key metaphors: Strengths and weaknesses
Essay代写参考-关键隐喻:优点和缺点。本文是一篇留学生essay代写参考范文。主要内容是讲述组织中的员工通常拒绝改变，因为他们对学习和支持有一些恐惧和担忧。此外，组织诊断还产生了指导和指导组织变革干预的路线图。这可以为未来的管理层提供更多的建议和建设性的建议。一个组织的文化是社会发展的进程。随着组织内部人员的变化，文化也在变化。
本篇essay指出通过评估当前的文化，领导者和管理者可以充当变革的推动者，使组织变得更好。为未来创造愿景，并清晰地传达和实施该愿景，可以在组织中取得成功。领导者和管理者负责评估当前的组织文化，并确定在整个文化转型过程中应保持不变的积极影响。下面就一起来看一下这篇essay代写参考的具体内容。
Kurt Lewin theorized a three-stage model of change that has come to be known as the unfreezing-change-refreeze model that requires prior learning to be rejected and replaced. Edgar Schein provided further detail for a more comprehensive model of change calling this approach “cognitive redefinition.” The first stage is when human being is becoming motivated to change. This phase of change is built on the theory that human behavior is established by past observational learning and cultural influences. Change requires adding new forces for change or removal of some of the existing factors that are at play in perpetuating the behavior. It is necessary to move past the possible anxieties for change to progress. This can be accomplished by either having the survival anxiety be greater than the learning anxiety or, preferably, learning anxiety could be reduced. In the second stage, human has to change what needs to be changed. Once there is sufficient dissatisfaction with the current conditions and a real desire to make some change exists, it is necessary to identify exactly what needs to be changed. Three possible impacts from processing new information are: words take on new or expanded meaning, concepts are interpreted within a broader context, and there is an adjustment in the scale used in evaluating new input. A concise view of the new state is required to clearly identify the gap between the present state and that being proposed. Activities that aid in making the change include imitation of role models and looking for personalized solutions through trial-and-error learning. Refreezing is the final stage where new behavior becomes habitual, which includes developing a new self-concept & identity and establishing new interpersonal relationships.
Kurt Lewin提出了一个三阶段的变革模型，该模型被称为解冻变革再冻结模型，需要拒绝和取代先前的学习。Edgar Schein为更全面的变革模型提供了进一步的细节，称这种方法为“认知重新定义”第一个阶段是人类变得有动力去改变。这一变化阶段建立在人类行为是由过去的观察学习和文化影响所建立的理论之上。改变需要为改变添加新的力量，或者去除一些在使行为永久化中起作用的现有因素。有必要摆脱对变革的可能焦虑，走向进步。这可以通过使生存焦虑大于学习焦虑来实现，或者优选地，可以减少学习焦虑。在第二阶段，人类必须改变需要改变的东西。一旦对当前条件有足够的不满，并且存在做出一些改变的真正愿望，就有必要准确地确定需要改变的地方。处理新信息可能产生的三个影响是：单词具有新的或扩展的含义，概念在更广泛的背景下解释，以及评估新输入时使用的量表有调整。需要对新状态有一个简明的看法，以清楚地确定当前状态与拟议状态之间的差距。有助于做出改变的活动包括模仿榜样和通过试错学习寻找个性化解决方案。重新体验是新行为成为习惯的最后阶段，包括发展新的自我概念和身份，建立新的人际关系。
Morgan’s organism metaphor Morgan的有机体隐喻
The main assumption underlying evolutionary theories is that change is a response to external circumstances, situational variables, and the environment faced by each organization (Morgan, 1986). Social systems as diversified, inter dependent, complex systems evolve naturally over time because of external demands (Morgan, 1986). Teleological theories or planned change models assume that organizations are purposeful and adaptive. Change occurs because leaders, change agents, and others see the necessity of change.
进化理论的主要假设是，变化是对外部环境、情境变量和每个组织所面临的环境的反应。由于外部需求，社会系统作为多样化、相互依存、复杂的系统会随着时间的推移而自然演变。目的论理论或计划变革模型假设组织是有目的的和适应性的。变革之所以发生，是因为领导者、变革推动者和其他人看到了变革的必要性。
White-water rapids metaphor 白水急流比喻
For the White water rapids metaphor, change is constant in a dynamic environment. The only certainty is continuing uncertainty. Competitive advantages do not last. Managers must quickly and properly react to unexpected events. They should be alert to problems and opportunities and become change agents in stimulating, implementing and supporting change in the organization The white water rapids metaphor is consistent with the discussion of uncertainty and dynamic environment. It is also consistent with a world that is increasingly dominated by knowledge, information and idea. However, this metaphor is lack of environmental stability and predictability and it also requires managers and organizations continually adapt to survive.
对于白水急流的比喻来说，变化是动态环境中不变的。唯一的确定性是持续的不确定性。竞争优势不会持久。管理者必须对意外事件做出快速、恰当的反应。他们应该警惕问题和机遇，成为激励、实施和支持组织变革的变革推动者。白水急流的比喻与对不确定性和动态环境的讨论是一致的。这也与一个日益被知识、信息和思想所主导的世界相一致。然而，这种比喻缺乏环境的稳定性和可预测性，也需要管理者和组织不断适应才能生存。
Bergquist’s fire metaphor Bergquist的火隐喻
Bergquist describe the changing context as a reason to reexamine organizational structures and culture, necessitating internal change. He describes the postmodern era as posing new challenges for organizations, particularly around the issue of change (1998). Postmodernism requires organizations to change their size and shape to respond to a more fragmented and complex environment. Reexamining the institutional mission is a major priority (Bergquist, 1998). As institutions rethink their reasons for being, the institutions themselves change their identities; Bergquist lists several institutional responses. First, the postmodern environment means that organizations move from more singular models of operation to examining multiple ways to be successful. Second, organizations might actively engage the various subcultures within higher education institutions, including the political, bureaucratic, symbolic, and human resource cultures. Third, other organizations might develop entrepreneurial cultures and structures in which they are able to adapt to changes. Last, they might find their distinctive niches, focusing on specialized aspects rather than a more comprehensive mission as higher education institutions have done in the past. Organizational change is conceptualized as an effort at becoming less homogenous and responsive to the multiplicity of various constituents customers, or interest groups. According to Bergquist, the postmodern era is requiring organizations to change; there is no way to avoid this cycle.
Bergquist将不断变化的环境描述为重新审视组织结构和文化的理由，这就需要进行内部变革。他将后现代时代描述为对组织提出了新的挑战，特别是在变革问题上。后现代主义要求组织改变其规模和形状，以应对更加分散和复杂的环境。重新审查机构使命是一个主要优先事项。随着机构重新思考其存在的原因，机构本身也改变了其身份；Bergquist列出了几个机构的回应。首先，后现代环境意味着组织从更单一的运作模式转向研究成功的多种方式。其次，组织可能会积极参与高等教育机构内的各种亚文化，包括政治文化、官僚文化、象征文化和人力资源文化。第三，其他组织可能会发展创业文化和结构，使其能够适应变化。最后，他们可能会找到自己独特的利基市场，专注于专业方面，而不是像高等教育机构过去所做的那样，承担更全面的使命。组织变革被概念化为一种努力，使其变得不那么同质，并对各种组成部分——客户或利益集团——的多样性做出反应。根据Bergquist的观点，后现代时代要求组织变革；没有办法避免这种循环。
There are several reasons for people resists organizational changes. The major reasons are as employees are fear of failure, and they feel uncomfortable about the creature of habits, some of them have closed mind. Another consideration is the employee may think there is no need of change, and if it is necessary, they may doubt the sufficient supports systems. What is more, unwillingness to learn and fear of learning may prevent the changes internally as well.
人们抵制组织变革有几个原因。主要原因是员工害怕失败，对习惯的产生感到不舒服，其中一些人思想封闭。另一个考虑因素是，员工可能认为没有必要进行更改，如果有必要，他们可能会怀疑是否有足够的支持系统。更重要的是，不愿意学习和害怕学习也可能阻碍内部的变化。
Part two 第二部分
The origins of OD can be traced back to the 1940s when a team of researchers, led by Kurt Lewin, experimented with T-groups. These were small, unstructured groups where the participants learnt various aspects of group behavior from their own experiences. The researchers who initially facilitated the T-groups discussed the processes and outcomes of the sessions amongst themselves at the conclusion of each session. Eventually, the participants asked the researchers if they could be included in the review process. These review and feedback sessions were a rich learning resource for the participants. OD has moved on since this experimental phase. The term OD is now considered to be an umbrella term that includes many programmes and techniques for bringing about change. There is some contention as to which of these programmes and techniques come under the OD banner. However, it is commonly recognized that action research and process consultation are central to the philosophy and methodology of OD.
OD的起源可以追溯到20世纪40年代，当时由Kurt Lewin领导的一组研究人员对T群进行了实验。这些是小型的、非结构化的小组，参与者从自己的经历中学习了小组行为的各个方面。最初为T组提供便利的研究人员在每次会议结束时相互讨论了会议的过程和结果。最终，参与者询问研究人员是否可以将他们纳入审查过程。这些回顾和反馈会议为参与者提供了丰富的学习资源。OD自这个实验阶段以来一直在进步。OD一词现在被认为是一个总括性术语，包括许多实现变革的方案和技术。对于这些程序和技术中的哪一个属于OD的旗帜，存在一些争议。然而，人们普遍认为，行动研究和过程咨询是OD哲学和方法论的核心。
OD incorporates a planned approach to change that aims to improve the performance of organizations through the people in them. It is important to note that not all change that occurs within organizations is planned. Many of the changes that occur are emergent – that is, they are unplanned, minor changes that occur during the natural course of doing business. While OD promotes a planned approach to organizational change, it is traditionally considered to be concerned with incremental change and orderly transitions rather than drastic and sudden changes. While many authors would still argue that this is the case, others would argue that transformational change is now considered to be under the OD banner. Orderly transitioning is facilitated with the help of a change agent or consultant. The OD consultant works together with the client organization to help identify problems and opportunities and to take appropriate action. The role of the consultant is not just to guide the organization onto the most appropriate path, but also to teach key organizational members how to solve their own problems in the future. This results in a decreasing reliance on the consultant over a period of time. Theoretically, OD is based on the eventual withdrawal of the consultant.
OD包含了一种有计划的变革方法，旨在通过组织中的人员提高组织的绩效。需要注意的是，并非所有组织内部发生的变化都是有计划的。发生的许多变化都是突发的——也就是说，它们是在自然业务过程中发生的无计划的微小变化。虽然OD提倡有计划的组织变革方法，但传统上认为它关注的是渐进的变革和有序的过渡，而不是剧烈和突然的变革。虽然许多作者仍然认为情况确实如此，但其他人则认为转型变革现在被认为是在OD的旗帜下进行的。在变革代理人或顾问的帮助下，有序的过渡是很容易的。OD顾问与客户组织合作，帮助识别问题和机会，并采取适当行动。顾问的作用不仅是引导组织走上最合适的道路，还教会关键组织成员如何在未来解决自己的问题。这导致在一段时间内对顾问的依赖减少。从理论上讲，OD是基于顾问的最终退出。
OD views organizations as complex social systems where changes need to be system-wide. Individuals within organizations are members of various groups. These range from friendship groups to departmental groups to work teams. These groups interact and are often interdependent. OD consultants recognize the important role that teams play in the formation and maintenance of organizational culture. A major implication of this assumption is that interventions must attempt to influence culture through attention to workgroup subcultures. Indeed, if the culture is not changed then nothing else can successfully be changed.
OD将组织视为复杂的社会系统，需要进行全系统的变革。组织中的个人是各种团体的成员。从友谊小组到部门小组再到工作团队，都有。这些群体相互作用，而且往往相互依存。OD顾问认识到团队在组织文化的形成和维护中发挥的重要作用。这一假设的一个主要含义是，干预措施必须试图通过关注工作组亚文化来影响文化。事实上，如果文化不改变，那么其他任何事情都无法成功改变。
In summary, OD has a number of distinguishing characteristics. Namely, it is incremental in nature and views organizations as complex social systems. This leads to gradual changes with a focus on culture and processes and to the recognition of the importance of teamwork and collaboration between organizational leaders and members. OD practitioners also have certain characteristics. OD practitioners are facilitators, collaborators and co-learners, who teach organizational leaders, and members, continuous learning skills, thereby enabling the organization to solve the own problems.
总之，OD具有许多显著特征。也就是说，它本质上是渐进的，并将组织视为复杂的社会系统。这导致了逐渐的变化，重点关注文化和流程，并认识到组织领导人和成员之间团队合作的重要性。OD从业者也有一定的特点。OD从业者是促进者、合作者和共同学习者，他们向组织领导人和成员传授持续学习技能，从而使组织能够解决自己的问题。
Part three 第三部分
Organizational diagnosis produces the road maps that guide and direct organizational change interventions. The diagnosis usually is initiated from individual, group, and organizational levels; and explores a more integrated approach to diagnosis suited to an era of sweeping organizational change. A normal organizational diagnosis usually starts from three different perspectives: (1) macro views of organizations, (2) contributions of individuals, and (3) management and motivation in the high-involvement workplace. Diagnostic models for organization development and emerging organizational firms set the stage for diagnosing cultures for realignment and designing effective reward systems. The broadening focus of training needs assessment and strategic methods for addressing future staff requirements place the spotlight on human talent, while diagnostic issues for work teams emphasize the growing importance of groups.
组织诊断产生了指导和指导组织变革干预的路线图。诊断通常是从个人、团体和组织层面开始的；并探索了一种更为综合的诊断方法，以适应全面的组织变革时代。一个正常的组织诊断通常从三个不同的角度开始：（1）组织的宏观观点，（2）个人的贡献，以及（3）高参与工作场所的管理和动机。组织发展和新兴组织企业的诊断模型为重新调整和设计有效的奖励系统的文化诊断奠定了基础。培训需求评估和解决未来工作人员需求的战略方法的重点不断扩大，使人们关注人才，而工作团队的诊断问题则强调了群体的日益重要。
In another point of view, organizational diagnosis proceeds in three orderly phases: entry, data collection, and feedback. The primary objectives of entry are to determine which units of the system (individual, group, and organization) will participate in the diagnosis and to determine whether the client and consultant can reach agreement about their respective roles during data collection and feedback. Entry begins with the first encounter between client and consultant and ends with a decision between client and consultant stating whether they can work together to complete the diagnosis. Entry is also a time for data collection, as the consultant begins to learn about the client system through conversations, observations, and the primary objectives of data collection are systematically to gather valid information about the nature of the client system and to prepare an analysis of that data for delivery to the client during feedback. Data collection begins when the consultant prepares a methodology for eliciting information and contacts members of the client system to implement the methodology documents.
从另一个角度来看，组织诊断分为三个有序的阶段：输入、数据收集和反馈。进入的主要目标是确定系统的哪些单元（个人、小组和组织）将参与诊断，并确定客户和顾问能否在数据收集和反馈过程中就各自的角色达成一致。输入从客户和顾问的第一次会面开始，到客户和顾问决定是否可以合作完成诊断结束。进入也是数据收集的时间，因为顾问开始通过对话、观察等了解客户系统，并且数据收集的主要目标是系统地收集关于客户端系统的性质的有效信息，并准备对该数据的分析以便在反馈期间传递给客户端。当顾问准备好获取信息的方法并联系客户系统成员以实施方法文件时，数据收集就开始了。
The primary objective of feedback is to promote increased understanding of the client system by its members. Feedback typically consists of a series of meetings between the consultant and client during which the consultant presents the data analysis and the parties discuss and interpret the data. In carrying out feedback, consultants “reenter” the system after having been away while they prepared the data analysis. Client reactions to the feedback and their behavior during meetings provide another source of data that may confirm or disconfirm the analyses provided in the feedback. Feedback also brings the diagnosis to completion and possibly prepares for a transition to planned change.
反馈的主要目标是促进其成员对客户系统的理解。反馈通常包括顾问和客户之间的一系列会议，在此期间，顾问提出数据分析，各方讨论和解释数据。在进行反馈时，顾问在准备数据分析时离开后“重新进入”系统。客户对反馈的反应及其在会议期间的行为提供了另一个数据来源，这些数据来源可能会证实或否定反馈中提供的分析。反馈还可以完成诊断，并可能为向计划变更的过渡做好准备。
According to those diagnose process; the consultant uses the techniques and theory of diagnosis to understand a client system on its own terms, not to impose preconceived methods or conclusions. Each step in the diagnosis depends on an effective working relationship between client and consultant. Every phase in the process builds on the work of preceding phases. If properly executed, the methods described here are self-correcting because each phase provides opportunities to discover and to alter limitations of the preceding phases. For client systems who wish to learn, this methodology provides the opportunity-if it is employed by consultants who have been thoroughly and appropriately trained.
根据这些诊断过程；顾问使用诊断的技术和理论来理解客户系统，而不是强加先入为主的方法或结论。诊断的每一步都取决于客户和顾问之间有效的工作关系。流程中的每个阶段都建立在前几个阶段的工作之上。如果执行得当，这里描述的方法是自校正的，因为每个阶段都提供了发现和改变前面阶段限制的机会。对于希望学习的客户系统，如果由经过彻底和适当培训的顾问使用，则此方法提供了机会。
Part four 第四部分
The literature concerning organizational change tends to fall into one of two main categories, one that emphasizes organizational efficiency and the other which emphasizes social change. Within these two groupings a desired outcome is emphasized rather than creating a clear understanding of the dynamics of organizational change.
关于组织变革的文献往往分为两大类，一类强调组织效率，另一类强调社会变革。在这两个分组中，强调的是期望的结果，而不是对组织变革的动态产生清晰的理解。
The literature which emphasizes achieving organizational efficiency bases its assumptions on the work of Kurt Lewin. There are two forces which maintain organizational stability: driving forces and restraining forces. The driving forces are those elements of the organization which support a desired organizational change. Keeping the organization in equilibrium are the restraining forces. Change occurs when one of these two forces becomes stronger than the other (disequilibrium). Once the change has occurred, the organization reverts to a new state of equilibrium which reflects the desired change. The second grouping of literature concerning organizational change focuses on social change.
强调实现组织效率的文献基于Kurt Lewin的工作。维持组织稳定的力量有两种：驱动力和制约力。驱动力是组织中支持所需组织变革的那些要素。保持组织的平衡是制约力量。当这两种力量中的一种变得比另一种更强时，就会发生变化（不平衡）。一旦发生变化，组织就会恢复到反映所需变化的新的平衡状态。第二组关于组织变革的文献主要关注社会变革。
Strategic planning interventions 战略规划干预措施
The strategic planning intervention process help make decisions about where it should work, with whom it should work, and what kinds of providers and products it should support. The tool is comprised of four sections. The first project-level section is designed to help the project identify priority areas o fields for implementation of project activities cutting across all aspects of the organization. Each of the other three component-level sections is designed to identify priorities for component-specific interventions. Each section is comprised of a decision tree. This section describes how the decision tree is used to makes choices for project interventions. We first define the universe. The universe of choices is placed at the top of the decision tree and then – in sequence – a series of criteria is applied to each choice in the universe. Then, we sequentially apply a list of predefined criteria to each element of the universe finally; we have carefully reviewed the outcome of the universe mapping process.
战略规划干预过程有助于决定它应该在哪里工作，应该与谁合作，以及应该支持什么样的供应商和产品。该工具由四个部分组成。第一个项目级部分旨在帮助项目确定优先领域或领域，以实施贯穿组织各方面的项目活动。其他三个组成部分一级的每一节都旨在确定具体组成部分干预措施的优先事项。每个部分都由一个决策树组成。本节介绍如何使用决策树为项目干预措施做出选择。我们首先定义宇宙。选择的范围被放置在决策树的顶部，然后依次将一系列标准应用于范围中的每个选择。然后，我们最终将预定义标准的列表依次应用于宇宙的每个元素；我们仔细回顾了宇宙映射过程的结果。
2. Structural interventions 结构性干预
Structural interventions, like strategic planning interventions, target different levels in the organization. We will look at structural interventions to enhance the effectiveness of individual jobs, groups or teams, and entire organization.
结构干预措施，如战略规划干预措施，针对组织的不同层次。我们将研究结构性干预措施，以提高个人工作、小组或团队以及整个组织的有效性。
The term “structural intervention” is a relative newcomer to a longstanding mode of implementing changes beyond the individual in order to change organizations behaviors and final outcomes. As such, there remain variations in the precise definition of the term. We first differentiate structural levels of causation from other macro-levels in that structural interventions influence laws, policies, and standard operational procedures implemented through activism, lobbying, and changes in policy. Interventions that they review pair structural-level intervention with those that are environmental. Besides, we could also portray structural intervention as synonymous with “enabling approaches”. There is clearly disagreement in the limits of what may be considered a structural intervention. Some of the difficulties in finding a clear definition of structural intervention are reflections of the multi-disciplinary aspects of organizations, where different theoretical frameworks and terms refer to similar concepts. In addition, structural interventions may be linked to other levels of intervention either directly or indirectly.
“结构性干预”一词是一种相对较新的长期模式，即在个人之外实施变革，以改变组织行为和最终结果。因此，该术语的确切定义仍有变化。我们首先将结构性因果关系与其他宏观层面区分开来，因为结构性干预会影响通过行动主义、游说和政策变化实施的法律、政策和标准操作程序。他们审查的干预措施将结构性干预措施与环境干预措施配对。此外，我们还可以将结构性干预描述为“扶持性方法”的同义词。在什么可以被视为结构性干预的限度上显然存在分歧。在找到结构干预的明确定义方面的一些困难反映了组织的多学科方面，不同的理论框架和术语指的是相似的概念。此外，结构性干预措施可以直接或间接地与其他干预水平挂钩。
3. Organizational culture interventions 组织文化干预
The culture of an organization is a progression of social development. As people within the organization change, so does the culture. By assessing the current culture, leaders and managers can act as change agents to transform an organization for the better. Creating a vision for the future and clearly communicating and implementing that vision leads to success in an organization. Leaders and managers are responsible for assessing the current organizational culture and determining positive influences that should remain intact throughout a cultural transformation) They also are responsible for developing new influences that promote organizational success and deriving strategies for implementing changes, including planning for ongoing communication. Developing steps based on a cultural vision that lead to a new environment completes the cultural transformation. Transformation, however, is an ongoing process because the cultural environment is always changing and may require modification as an organization and its management and leadership ideas evolve. Individual and organizational performance also can be affected by myriad political influences, which can come from both internal and external sources. Relationships can be developed from and determined by politics. Changing an organization’s environment should coincide with changing problematical political practices. This may mean breaking up old relationships to create more positive and productive ones. Any assessment performed to change an organization’s environment should include possible political ramifications of transformation.
一个组织的文化是社会发展的进程。随着组织内部人员的变化，文化也在变化。通过评估当前的文化，领导者和管理者可以充当变革的推动者，使组织变得更好。为未来创造愿景，并清晰地传达和实施该愿景，可以在组织中取得成功。领导者和管理者负责评估当前的组织文化，并确定在整个文化转型过程中应保持不变的积极影响。他们还负责开发促进组织成功的新影响，并制定实施变革的战略，包括规划正在进行的沟通。基于文化愿景制定步骤，从而形成一个新的环境，从而完成文化转型。然而，转型是一个持续的过程，因为文化环境总是在变化，随着组织及其管理和领导思想的发展，可能需要修改。个人和组织的绩效也会受到来自内部和外部的无数政治影响的影响。关系可以由政治发展而来，也可以由政治决定。改变一个组织的环境应该与改变有问题的政治实践相一致。这可能意味着打破旧的关系，创造更积极、更有成效的关系。为改变组织环境而进行的任何评估都应包括转型可能产生的政治后果。
4. Human process interventions 人为过程干预
The human process interventions could be classified into the following points.
人的过程干预可以分为以下几点。
1. Goal Setting: This change program involves setting clear and challenging goals. It attempts to improve organization effectiveness by establishing a better fit between personal and organizational objectives.
目标设定：这项变革计划包括设定明确且具有挑战性的目标。它试图通过在个人目标和组织目标之间建立更好的匹配来提高组织的有效性。
2. Performance Appraisal: This intervention is a systematic process of jointly assessing work-related achievements, strengths and weaknesses.
绩效评估：这种干预是一个系统的过程，共同评估与工作相关的成就、优势和劣势。
3. Reward Systems: This intervention involves the design of organizational rewards to improve employee satisfaction and performance.
奖励制度：这种干预涉及组织奖励的设计，以提高员工的满意度和绩效。
4. Career Planning and development: It generally focuses on managers and professional staff and is seen as a way of improving the quality of their work life.
职业规划和发展：它通常侧重于管理人员和专业人员，被视为提高他们工作生活质量的一种方式。
5. Managing workforce diversity: Important trends, such as the increasing number of women, ethnic minorities, and physically and mentally challenged people in the workforce, require a more flexible set of policies and practices.
管理劳动力多样性：重要的趋势，如劳动力中妇女、少数民族和身心障碍者的数量不断增加，需要一套更灵活的政策和做法。
6. Employee Wellness: These interventions include employee assistance programs.
员工健康：这些干预措施包括员工援助计划。
Conclusion 结论
As far as I am concerned, the metaphors stated above strongly direct and support the issues regard to organizational changes. Employee in organization normally refuses to change since there is some fear and worries about the learning and supports. Also the organizational diagnosis produces the road maps that guide and direct organizational change interventions. This could give more suggestions and constructive recommendations to the future management.
就我而言，上述比喻有力地指导和支持了与组织变革有关的问题。组织中的员工通常拒绝改变，因为他们对学习和支持有一些恐惧和担忧。此外，组织诊断还产生了指导和指导组织变革干预的路线图。这可以为未来的管理层提供更多的建议和建设性的建议。
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