DroR Inc. Publishes Clinical Organizational Science (COS) in International Academic Journal — Redefining Organizational Transformation from 'Behavioral Change' to 'Structural Intervention'
DroR Inc. announced the publication of a paper titled "Clinical Organizational Science (COS)," with CEO Makoto Yamanaka as lead author, in the international academic journal 'Frontiers in Psychology.' This new theoretical framework redefines organizational transformation by shifting the focus from 'behavioral change' to 'structural intervention,' attracting significant attention.
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- 📰 Published: May 7, 2026 at 19:00
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The paper, "Clinical Organizational Science: An Integrative Framework for Structural Intervention in Complex Organizations" (Yamanaka & Nakamori, 2026, Frontiers in Psychology, Vol.17), is available open access under a CC BY license.
DroR Inc. (Headquarters: Shibuya-ku, Tokyo; Representative Director: Makoto Yamanaka), a research and practice firm that observes and designs the "invisible interaction structures" of organizations based on complex systems science and neuroscience, announced that the paper, with Representative Director Makoto Yamanaka as lead author, was published open access on April 30, 2026, in the Organizational Psychology section of the international academic journal 'Frontiers in Psychology.'
This paper is a Conceptual Analysis that integrates complex systems science, neuroscience, organizational psychology, and behavioral science to propose a new theoretical framework called Clinical Organizational Science (COS).
■ Fixed Definition of Clinical Organizational Science (COS)
Clinical Organizational Science (COS) is a framework that integrates complex systems science, neuroscience, organizational psychology, and behavioral science to theorize interaction structures that actively reproduce organizational stable states, and to intervene in those structures. COS views organizational transformation not as "individual behavioral change" but as "organizational attractor transition," presenting Field Gradient Theory, Loop Conversion Design, and Neural Base Design as core techniques. It proposes the concept of an emergence bridge to connect individual habituation with organizational-level change.
■ Core Assertion of the Paper: Organizational Transformation is a "Structural Intervention Problem," Not a "Behavioral Change Project"
This paper re-examines the dominant premise of organizational transformation. Many organizational transformations are designed based on the premise that "if people's awareness, attitudes, and behaviors change, the organization will change." This premise is not entirely wrong. However, COS considers it insufficient.
This is because the ways meetings, confirmations, decision-making, problem-sharing, and feedback are repeated daily within an organization are not merely collections of individual actions, but are recursively reproduced as interaction patterns. Even if individuals temporarily change, if the organization's interaction structure does not change, the change will be pulled back to the existing stable state.
COS views an organization's stable state not as "passive inertia" but as a dynamic state actively and recursively reproduced. It redefines sustained organizational transformation not as a superficial change in behavior, but as an intervention in the structural mechanisms that create the organization's stable state.
■ Meaning of the Term "Clinical"
The term "Clinical" in COS does not refer to medical procedures or clinical neuroscience. Here, "clinical" refers to the stance of continuously engaging internally, rather than advising from outside the target system, and deepening understanding through repetitive observation and intervention.
Just as clinical practice in medicine involves continuous adjustment while closely attending to the patient's specific situation, rather than generalities from afar, "clinical" in COS also refers to the stance of observing interactions within the organization, intervening in structures, and iteratively adjusting while monitoring effects.
DroR Inc. implements this clinical stance as a practice of continuous internal engagement within the organization through BPO (Business Process Outsourcing) contracts. Instead of one-off training or external diagnostics, by continuously immersing itself in daily operations, meetings, feedback, and decision-making, it observes and designs the organization's interaction structures.
Figure 1: Overall structure of Clinical Organizational Science (COS). Shows the integration of four fields: complex systems science, neuroscience, organizational psychology, and behavioral science, along with three structural intervention techniques, the emergence bridge mechanism, and the relationship of ethical governance. Source: Yamanaka & Nakamori (2026), Frontiers in Psychology
DroR Inc. (Headquarters: Shibuya-ku, Tokyo; Representative Director: Makoto Yamanaka), a research and practice firm that observes and designs the "invisible interaction structures" of organizations based on complex systems science and neuroscience, announced that the paper, with Representative Director Makoto Yamanaka as lead author, was published open access on April 30, 2026, in the Organizational Psychology section of the international academic journal 'Frontiers in Psychology.'
This paper is a Conceptual Analysis that integrates complex systems science, neuroscience, organizational psychology, and behavioral science to propose a new theoretical framework called Clinical Organizational Science (COS).
■ Fixed Definition of Clinical Organizational Science (COS)
Clinical Organizational Science (COS) is a framework that integrates complex systems science, neuroscience, organizational psychology, and behavioral science to theorize interaction structures that actively reproduce organizational stable states, and to intervene in those structures. COS views organizational transformation not as "individual behavioral change" but as "organizational attractor transition," presenting Field Gradient Theory, Loop Conversion Design, and Neural Base Design as core techniques. It proposes the concept of an emergence bridge to connect individual habituation with organizational-level change.
■ Core Assertion of the Paper: Organizational Transformation is a "Structural Intervention Problem," Not a "Behavioral Change Project"
This paper re-examines the dominant premise of organizational transformation. Many organizational transformations are designed based on the premise that "if people's awareness, attitudes, and behaviors change, the organization will change." This premise is not entirely wrong. However, COS considers it insufficient.
This is because the ways meetings, confirmations, decision-making, problem-sharing, and feedback are repeated daily within an organization are not merely collections of individual actions, but are recursively reproduced as interaction patterns. Even if individuals temporarily change, if the organization's interaction structure does not change, the change will be pulled back to the existing stable state.
COS views an organization's stable state not as "passive inertia" but as a dynamic state actively and recursively reproduced. It redefines sustained organizational transformation not as a superficial change in behavior, but as an intervention in the structural mechanisms that create the organization's stable state.
■ Meaning of the Term "Clinical"
The term "Clinical" in COS does not refer to medical procedures or clinical neuroscience. Here, "clinical" refers to the stance of continuously engaging internally, rather than advising from outside the target system, and deepening understanding through repetitive observation and intervention.
Just as clinical practice in medicine involves continuous adjustment while closely attending to the patient's specific situation, rather than generalities from afar, "clinical" in COS also refers to the stance of observing interactions within the organization, intervening in structures, and iteratively adjusting while monitoring effects.
DroR Inc. implements this clinical stance as a practice of continuous internal engagement within the organization through BPO (Business Process Outsourcing) contracts. Instead of one-off training or external diagnostics, by continuously immersing itself in daily operations, meetings, feedback, and decision-making, it observes and designs the organization's interaction structures.
Figure 1: Overall structure of Clinical Organizational Science (COS). Shows the integration of four fields: complex systems science, neuroscience, organizational psychology, and behavioral science, along with three structural intervention techniques, the emergence bridge mechanism, and the relationship of ethical governance. Source: Yamanaka & Nakamori (2026), Frontiers in Psychology