Transformação organizacional

Do artigo “Organizational Change and Development”, da autoria de Karl Weick e Robert Quinn, publicado em 1999 na Annual Revue of Psychology, retirei os seguintes trechos:

“Planned change is usually triggered by the failure of people to create continuously adaptive organizations. Thus, organizational change routinely occurs in the context of failure of some sort. A typical storyline is “First there were losses, then there was a plan of change, and then there was an implementation, which led to unexpected results”. Como criar uma organização capaz de mudar todos os dias um bocadinho, no sentido do kaizen preconizado por Masaaki Imai, e nunca precisar de uma grande "limpeza de Primavera”, periodicamente?

“The phrase “episodic change” is used to group together organizational changes that tend to be infrequent, discontinuous, and intentional. The presumption is that episodic change occurs during periods of divergence when organizations are moving away from their equilibrium conditions. Divergence is the result of a growing misalignment between an inertial deep structure and perceived environmental demands. This form of change is labeled “episodic” because it tends to occur in distinct periods during which shifts are precipitated by external events such as technology change or internal events such as change in key personnel.”

“Because episodic change requires both equilibrium breaking and transitioning to a newly created equilibrium, it is most closely associated with planned, intentional change. Intentional change occurs when “a change deliberately and consciously sets out to establish conditions and circumstances that are different from what they are now and then accomplishes that through some set or series of actions and interventions either singularly or in collaboration with other people”.

“Lewin also remains relevant to episodic change because his other five assumptions about change are compatible with its analytical framework. These five assumptions are a) linear assumption (movement is from one state to another in a forward direction through time); b) progressive assumption (movement is from a lesser state to a better state); c) goal assumption (movement is toward a specific end state); d) disequilibrium assumption (movement requires disequilibrium); and e) separateness assumption (movement is planned and managed by people apart from the system).”

Ou seja:

a) viajar da organização actual, para a organização do futuro;

b) a viagem vai permitir eliminar as estruturas sistémicas que conspiram para que tenhamos os resultados actuais e não os resultados futuros desejados;

c) o destino está descrito. O destino é uma organização capaz convergir para as metas incluídas no balanced scorecard;
d) a viagem será provocada por um conjunto de iniciativas estratégicas que vão destruir o equilíbrio reinante e promover um estado transiente;

e) a viagem é planeada e gerida fora do quotidiano,

Assim, segundo a nossa metodologia de desenvolvimento de um sistema de gestão, temos: