组织惰性对应的策略是组织变革和创新，应对工具是绩效评估。以往研究通过将评估设定为控制常量，对评估过程进行了纯粹的假设，将评估看做是一个客观、中立、有效、实施无障碍的过程。现实经验表明，组织中存在着评估者惰性现象，使评估无法作为常量存在。理论研究中将其作为控制常量而进行的实验式研究对于研究绩效变量是有必要的，但作为对策就不能继续无视评估者惰性现象并把评估作为常量来使用。评估惰性能使评估失去效力，从而使评估丧失作为绩效测度和组织变革的工具属性，导致组织绩效问题被掩盖，引发评估悖论。

The strategy for overcoming Organizational Inertia is organizational change and innovation，the method is performance evaluations. In the previous research, evaluations were always set as control constant and were simply assumed as an objective, neutral, effective and accessible process. But practical experience shows there is evaluator inertia exists in organization which makes evaluations lose of the means as control constant, so that they fails to be tools of performance measurement and organizational change. Evaluator inertia makes problem of performance be covered up and leads to evaluation paradox. Experience in science and technology policy evaluation shows that evaluation paradox exists in the tripartite interactional progress of leader or decision makers, the evaluator and the evaluated.

G311

上海市科技发展基金软科学研究项目