Clinical Organizational Science (COS) and Lewin's Field Theory: From B = f(P, E) to Structural Intervention

## Clinical Organizational Science and Lewin's Field Theory

DroR, a research-based consultancy specializing in observing and designing the 'invisible interaction structures' of organizations (Headquartered in Shibuya, Tokyo; CEO: Makoto Yamanaka), has published a research paper titled 'Clinical Organizational Science: An Integrative Framework for Structural Intervention in Complex Organizations' in the Organizational Psychology section of the international academic journal 'Frontiers in Psychology'. The paper was led by CEO Makoto Yamanaka.

The core of this research is to position Kurt Lewin's 'Field Theory' as the theoretical origin of the 'Field Gradient Theory' proposed by COS, reframing organizational behavioral change not as an issue of individual consciousness, but as a design problem for interaction fields.

### 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 and intervene in interaction structures that actively reproduce the stable state of an organization. COS defines organizational change as the 'transition of organizational attractors' rather than individual behavior modification. Its core techniques include 'Field Gradient Theory,' 'Loop Conversion Design,' and 'Neural Base Design,' while proposing an 'emergence bridge' to link individual habits with organizational-level change.

### Connection with Lewin's Field Theory

Lewin's famous proposition, 'B = f(P, E)' (Behavior is a function of the Person and the Environment), serves as a theoretical pillar for COS. Unlike traditional organizational development that relies on approaches focusing on individual psychology—such as training or goal setting—COS targets the very field where behavior is generated, namely the interaction conditions (meeting structures, speaking sequences, response norms, organizational rhythms, etc.) for design.

### Failure Conditions for Structural Intervention

COS warns that changing the field does not always lead to improvement. If one attempts to manipulate the 'field gradient' in an environment lacking trust or psychological safety, it may function as coercive pressure rather than influence, strengthening existing attractors instead. Therefore, 'Neural Base Design'—such as trust, acknowledgment, and sharing gratitude—is indispensable as a foundation for intervention.

### Significance of the Theory

This paper is a theoretical proposal presented as a conceptual analysis. It attempts to re-integrate existing scientific knowledge—including psychological safety, organizational routines, and complex adaptive systems—from the perspective of 'structural intervention.' By undergoing repeated verification and falsification in the future, it aims to build a new scientific foundation for organizational development in modern organizations.