A carregar...
Publicação
Mudança e transformação organizacional numa empresa portuguesa no sector das tecnologias de informação
| Nome: | Descrição: | Tamanho: | Formato: | |
|---|---|---|---|---|
| 4.21 MB | Adobe PDF | |||
| 9.97 MB | Adobe PDF |
Orientador(es)
Resumo(s)
As organizações e os seus líderes lidam com a mudança permanentemente. De forma sistemática ao longo dos anos, a eficácia global desses processos é baixa – os estudos apontam para cerca de 30% de sucesso na concretização dos objetivos de mudança, previamente definidos. Liderar processos de transformação organizacional é um exercício complexo porque a ação da liderança é um efeito combinado de dezenas, centenas, milhares de ações humanas. O sucesso destes processos depende da agilidade da organização para responder rapidamente aos desafios que o contexto lhe coloca, e essa agilidade prende-se com o sistema humano e com o grau de coesão para se organizar rapidamente e encontrar soluções. Dispondo as pessoas de liberdade de pensamento e de ação, é papel da liderança criar um sistema organizado da ação que unifique os interesses e motivações individuais em torno de um objetivo solidário para criar um sistema humano capaz de integrar toda esta complexidade e de se adaptar e ser bem-sucedido em contextos em permanente mudança.
Nesta investigação procurou-se compreender em que medida a cultura de liderança é fundamental nos processos de desenvolvimento organizacional e de transformação das organizações, e qual o seu papel, identificando os fatores que na cultura aceleram e inibem estes processos. Pretendeu-se contribuir com conhecimento prático para a compreensão destes processos no sentido de os acelerar e aumentar o seu grau de eficácia, a partir de uma tese de pesquisa-ação aplicada a um caso de transformação da cultura organizacional de uma empresa em Portugal no setor das tecnologias de informação.
Foram descritos quatro ciclos de pesquisa-ação entre 2009 e 2016 que incluíram todas as iniciativas levadas a cabo para transformar a cultura. No final da investigação foi realizado um inquérito para avaliação da força e da eficácia da mudança ao nível das pessoas, da equipa e da organização. O modelo de observação e análise foi construído a partir do modelo de transformação integral de Ken Wilber (2001) e os resultados da investigação mostraram que as quatro dimensões do modelo de transformação – consciência e agilidade na liderança, cultura e sistema e a congruência entre todos estes fatores são interdependentes. A transformação nas organizações requer alterações nos níveis de consciência individual e coletiva, maiores níveis de agilidade individual e organizacional e sistemas que deem congruência ao processo.
Os resultados mostram que não há transformação sem clareza sobre a direção e propósito da mudança, não há transformação sem comunicação e diálogo profundo, e não há transformação sem uma coligação de liderança e o alinhamento e envolvimento da gestão, porque o exemplo é poderoso na transformação. Mostram também que o desenvolvimento da consciência é curativo e em alguns casos suficiente para reduzir comportamentos improdutivos, mas não chega para produzir transformação sustentada. Para que a transformação aconteça, os novos comportamentos têm de ser modelados, incentivados e premiados, caso contrário as mudanças na consciência individual e na agilidade da liderança produzem mudanças na cultura das equipas, não sendo, contudo, suficientemente fortes para produzir mudanças nos sistemas e transformar a organização.
Neste processo, o ethos da transformação é crítico, e os sistemas têm a função de promover maiores níveis de congruência na organização mostrando à organização se a transformação pretendida é visível na gestão da empresa. A eficácia e a velocidade da mudança serão tanto maiores quanto os níveis de agilidade na liderança produzirem aprendizagem e desenvolvimento organizacional e forem inscritos na cultura da empresa.
Organizations and its leaders deal with change since ever and permanently. However, and all over the years, the global efficacy of these processes is low – studies point to a 30% success rate. Leading organizational transformation processes is a complex exercise because it is the combined result of dozens, hundreds, and thousand human actions. Its success depends on the organization’s agility to quickly respond to the challenges placed by context, and that agility is deeply connected to the agility of the human system and with its level of cohesion to organize itself to find solutions. Because men have the liberty of thought and of action, it is the role of leadership to create an organized system for action that unites them around common ground and objective these diversified and individual interests and motivations. The final purpose is to create a human system capable of integrating and managing the whole complexity of these processes, capable of adaptation and to thrive in permanent change contexts. This research is about understanding in what way is leadership culture fundamental in organizational development and transformation processes, its role, and by identifying the levers that within that culture accelerate or refrain change. It is intended to build practical knowledge that enhances the comprehension of these processes to accelerate and making them more effective. This is an action research thesis applied to a case of cultural transformation in a Portuguese company, operating in the information technology industry. Four cycles of action-research are thoroughly described between 2009 and 2016 that include all the interventions held to transform organizational culture. In the end, a survey measured the perception of the strength and impact of the change interventions in people, teams and in the organization. The research model was built and adapted from Ken Wilber’s “Integral Transformation Model” (2001) and results showed that the four explanatory dimensions of the transformation model – Conscience and leadership agility, culture and system and overall congruence amongst all the dimensions are interdependent. Organizational Development and Transformation require a change in individual and collective awareness and consciousness, higher levels of individual and collective agility and systems that bring overall congruence to the purpose of the change. Results have shown that there is no transformation without direction and purpose, without communication and deep dialogue, and without a guiding leadership coalition that is aligned and engaged, because leading by example is critical in these processes. Results also show that increasing levels of consciousness can be by itself curative and in some cases reduce unproductive behaviours, but they aren’t enough to produce sustained change. For transformation to happen, new behaviours must be modelled, induced and rewarded, otherwise individual changes in the conscious and agility levels will result in changes in teams, but are not sufficiently strong to change the organization and produce systemic or sustainable change. In these processes, the ethos of the transformation is critical, and systems role is to promote higher levels of congruence in the organization by showing if the intended change is translated into how the organization is managed. The speed and effectiveness of change will be greater, the higher the organizational learning and development are sustained in culture because of more leadership agility.
Organizations and its leaders deal with change since ever and permanently. However, and all over the years, the global efficacy of these processes is low – studies point to a 30% success rate. Leading organizational transformation processes is a complex exercise because it is the combined result of dozens, hundreds, and thousand human actions. Its success depends on the organization’s agility to quickly respond to the challenges placed by context, and that agility is deeply connected to the agility of the human system and with its level of cohesion to organize itself to find solutions. Because men have the liberty of thought and of action, it is the role of leadership to create an organized system for action that unites them around common ground and objective these diversified and individual interests and motivations. The final purpose is to create a human system capable of integrating and managing the whole complexity of these processes, capable of adaptation and to thrive in permanent change contexts. This research is about understanding in what way is leadership culture fundamental in organizational development and transformation processes, its role, and by identifying the levers that within that culture accelerate or refrain change. It is intended to build practical knowledge that enhances the comprehension of these processes to accelerate and making them more effective. This is an action research thesis applied to a case of cultural transformation in a Portuguese company, operating in the information technology industry. Four cycles of action-research are thoroughly described between 2009 and 2016 that include all the interventions held to transform organizational culture. In the end, a survey measured the perception of the strength and impact of the change interventions in people, teams and in the organization. The research model was built and adapted from Ken Wilber’s “Integral Transformation Model” (2001) and results showed that the four explanatory dimensions of the transformation model – Conscience and leadership agility, culture and system and overall congruence amongst all the dimensions are interdependent. Organizational Development and Transformation require a change in individual and collective awareness and consciousness, higher levels of individual and collective agility and systems that bring overall congruence to the purpose of the change. Results have shown that there is no transformation without direction and purpose, without communication and deep dialogue, and without a guiding leadership coalition that is aligned and engaged, because leading by example is critical in these processes. Results also show that increasing levels of consciousness can be by itself curative and in some cases reduce unproductive behaviours, but they aren’t enough to produce sustained change. For transformation to happen, new behaviours must be modelled, induced and rewarded, otherwise individual changes in the conscious and agility levels will result in changes in teams, but are not sufficiently strong to change the organization and produce systemic or sustainable change. In these processes, the ethos of the transformation is critical, and systems role is to promote higher levels of congruence in the organization by showing if the intended change is translated into how the organization is managed. The speed and effectiveness of change will be greater, the higher the organizational learning and development are sustained in culture because of more leadership agility.
Descrição
Palavras-chave
Liderança Cultura de liderança Mudança e transformação Cultura organizacional Aprendizagem e desenvolvimento organizacional Leadership Leadership culture Change and transformation Organizational culture Organizational learning and development