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Este artigo muito recente de Olivier Boiral, "ISO Certificates as Organizational Degrees? Beyond the Rational Myths of the Certification Process", publicado pela revista Organization Studies em Junho de 2012, aborda uma temática que me preocupa como consultor e que me fez afastar do mundo das auditorias de 3ª parte.
"Academic diplomas confer social legitimacy; require the passage of exams intended to verify learning and competencies; foster the perception that degrees reduce uncertainty about skills that are hard to observe; and entail preparing for and passing exams in an often perfunctory and ceremonial fashion. From this perspective, ISO certification resembles a sort of “organizational degree” awarded after the final exam - i.e. the certification audit - administered by purportedly independent auditors playing the part of examiners or professors for a short period of time.
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The objective of this paper is to explore the different stages, scholastic aspects and perceptions of ISO 9000 certification audits based on interviews with 60 individuals employed in certified organizations. More specifically, the results of this study clarify the symbolic aspects of the process of preparing for and acquiring ISO certificates by examining it from the perspective of the degree purchasing syndrome (DPS) theory in education. The DPS refers to the pervasive effects - notably concerning the process of preparing for and passing exams - that result from the tendency of many students “to be more interested in acquiring a diploma than the learning that it represents.
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the image of rigor and rationality surrounding ISO standards and audits can be disconnected from real organizational learning and practices. Just as the scientific and academic aura surrounding diplomas tends to mask the uncertainties concerning students’ real qualifications, the ISO certification process may present a reassuring façade that hides the uncertainties inherent in organizational practices and capabilities.
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when adopting new practices [ISO 9001], organizations are motivated more by the social legitimacy and apparent rationality of the practice than by its internal relevance. The widespread use of these practices is evident in the increasing homogenization of organizations, which are becoming progressively “isomorphic” by adopting similar management systems intended mainly to respond to institutional pressures.
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external pressures and the quest for social legitimacy can lead to the implementation of the standard in a superficial and ceremonial manner, intended primarily at obtaining certification at a minimal cost. (Moi ici: Quando trabalho com a ISO 9001, quer como formador, quer como consultor, um dos desafios que lanço é o de abordar o desafio da implementação de um sistema de gestão começando por pensar em resultados desejados para o negócio e, em pensar na certificação como a última motivação) The development of structured and detailed ISO documentation, mostly for the purpose of facilitating the certification process, reflects the rational myths of the audit society and its obsession with control.
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Like many students, the managers and employees of an organization seeking certification may view it less as a means of improvement and more as a kind of organizational degree representing an objective in itself. From this standpoint, certification may essentially be a symbolic response to extrinsic motivations such as customer demand and the promotion of their organizational image. ... Just as the DPS in education tends to encourage a superficial preparation for exams, many organizations tend to consider certification as an end in itself and pay lip service to the ISO standards. From an organization’s perspective, the certification audit appears at first glance to be relatively similar to passing an exam: it is of short duration, the focus is limited to certain issues, there are notable ceremonial aspects, certain questions from auditors are easily anticipated, the position of auditors is comparable to that of professors during exams, and the reality is that—like unscrupulous students—some organizations are likely to cheat.
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First, the questions posed by the auditors and the verifications they made were usually quite predictable.
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Second, because the audit period was scheduled in advance, organizations could easily “play the audit game” during that time period, even if their conformity to the standard was tentative at best. More than one-third of interviewees spontaneously mentioned that, for their organization, the success of the certification process was directly related to the predictability of the date and conditions of the audit. In others words, if the auditors conducted a surprise visit, many organizations would not have met the standard’s minimum requirements. For these organizations, unannounced audits would be quite similar to surprise exams for unprepared students."
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Pessoalmente, não deixaria de fora um tópico que Boiral não menciona. A ISO 9001 é um referencial incompleto para quem pretende implementar um sistema de gestão do negócio:
- O que é que a ISO 9001 aconselha acerca da importância da identificação dos clientes-alvo?
- O que é que a ISO 9001 aconselha acerca da importância de recusar certos clientes?
- O que é que a ISO 9001 aconselha acerca da importância de ter uma estratégia?
A ISO 9001 é um referencial para implementar um sistema de gestão da qualidade, é um conceito nascido no tempo em que a qualidade podia ser um factor diferenciador. O mundo dos negócios evoluiu e a ISO 9001, como objecto fruto do consenso de quase 200 países, foi incapaz de acompanhar essa evolução. Por isso, julgo que, para ser útil, tem de ser complementada com uma componente estratégica, tem de ser enriquecida com a vertente da conquista e sedução dos clientes-alvo, e tem de se concentrar nos resultados do negócio.
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Imaginem a diferença que faria numa auditoria se esta começasse pela análise de um, ou mais, indicador(es) financeiro(s) escolhido(s) pela empresa auditada. Sim, eu sei, é possível maquilhar contas... mas a diferença que faria para tantas e tantas empresas.
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