"Don't Relax Constraints, Embrace Them"
.
Em sintonia com o que escrevi aqui no passado, sobre a vantagem de abraçar a mudança estrutural em vez de lhe resistir, por exemplo em: "Abraçar a MUDANÇA em vez de lhe resistir"
Mostrar mensagens com a etiqueta resistência à mudança. Mostrar todas as mensagens
Mostrar mensagens com a etiqueta resistência à mudança. Mostrar todas as mensagens
sexta-feira, janeiro 13, 2012
quarta-feira, outubro 19, 2011
A importância dos sinais
Quando uma organização precisa de mudar, de mudar a sério, de cortar com o seu passado para poder ganhar um futuro desejado diferente, precisa de sinais... precisa de sinais fortes que exemplifiquem, que ilustrem, que mostrem que há realmente uma ruptura, que há realmente uma nova vida.
.
Por exemplo:
.
"In 1985, Haier was a bankrupt domestic refrigerator manufacturer. Product quality was so bad that general manager Zhang Ruimin (now chairman and CEO) built his case for change by lining up 76 defective units and ordering workers to destroy them with sledgehammers. Today, one of the sledgehammers is on display in corporate headquarters, and Haier is one of the world’s largest appliance makers — a multinational corporation with a reputation for world-class quality and 2010 revenues approaching US$20 billion."
.
Trecho retirado de "Competing for the Global Middle Class"
.
Por exemplo:
.
"In 1985, Haier was a bankrupt domestic refrigerator manufacturer. Product quality was so bad that general manager Zhang Ruimin (now chairman and CEO) built his case for change by lining up 76 defective units and ordering workers to destroy them with sledgehammers. Today, one of the sledgehammers is on display in corporate headquarters, and Haier is one of the world’s largest appliance makers — a multinational corporation with a reputation for world-class quality and 2010 revenues approaching US$20 billion."
.
Trecho retirado de "Competing for the Global Middle Class"
sexta-feira, junho 17, 2011
Engaging emergence
Volta e meia escrevo aqui no blogue sobre "abraçar a mudança". Por exemplo:
Assim, foi com interesse que descobri o livro "Engaging Emergence -Turning Upheaval into Opportunity" de Peggy Holman.
.
"Change begins with disruption. Whether caused by something small—a broken promise—or large—a hurricane sweeping across a city—disturbance interrupts the status quo.
...
Disruption, disturbance, tension, upheaval, dissonance, chaos. These conditions stress us. They often challenge our ability to work together toward common goals. Some disruptions, like upheaval and chaos, are more extreme, but they all stimulate change. And though we usually relate to such situations negatively, one key shift to engaging emergence is developing a positive relationship with these sorts of stressors. In fact, disrupting compassionately is a particularly effective approach.
.
Most of us avoid tension and disturbances. We attempt to plan them away, control them, or destroy them. Perhaps we hold in our anger because we don’t want to cause a fuss. We feel a little more isolated as a result, but order is maintained. We learn to walk around these isolation zones, sometimes forgetting they exist. Yet they typically worsen with time. Alienation, rigidity, greed, intolerance, and inaction or violence grow. Such characteristics are present in many of our current crises.
.
What if tensions inspired curiosity? What if we knew how to express our anger, fear, or grief so that it contributed to something better?"
.
O que a autora faz é convidar a encarar a mudança como um convite para uma aventura positiva:
.
"Diversity and dissonance as resources, with problems inviting exploration."
...
"Welcome and use disturbance in a creative dance with order."
...
"Focus on the mysterious from a foundation of what we understand."
...
"Pay attention to the dance between the mainstream and the margins."
...
"Follow the energy, using the plan as useful information."
.
Isto é material perigoso na nossa sociedade que protege e venera os incumbentes.
.
"Change begins with disruption. Whether caused by something small—a broken promise—or large—a hurricane sweeping across a city—disturbance interrupts the status quo.
...
Disruption, disturbance, tension, upheaval, dissonance, chaos. These conditions stress us. They often challenge our ability to work together toward common goals. Some disruptions, like upheaval and chaos, are more extreme, but they all stimulate change. And though we usually relate to such situations negatively, one key shift to engaging emergence is developing a positive relationship with these sorts of stressors. In fact, disrupting compassionately is a particularly effective approach.
.
Most of us avoid tension and disturbances. We attempt to plan them away, control them, or destroy them. Perhaps we hold in our anger because we don’t want to cause a fuss. We feel a little more isolated as a result, but order is maintained. We learn to walk around these isolation zones, sometimes forgetting they exist. Yet they typically worsen with time. Alienation, rigidity, greed, intolerance, and inaction or violence grow. Such characteristics are present in many of our current crises.
.
What if tensions inspired curiosity? What if we knew how to express our anger, fear, or grief so that it contributed to something better?"
.
O que a autora faz é convidar a encarar a mudança como um convite para uma aventura positiva:
.
"Diversity and dissonance as resources, with problems inviting exploration."
...
"Welcome and use disturbance in a creative dance with order."
...
"Focus on the mysterious from a foundation of what we understand."
...
"Pay attention to the dance between the mainstream and the margins."
...
"Follow the energy, using the plan as useful information."
.
Isto é material perigoso na nossa sociedade que protege e venera os incumbentes.
segunda-feira, fevereiro 28, 2011
O desafio da mudança
Actualmente ando a desenvolver um trabalho numa empresa que para produzir resultados vai ter de se traduzir em mudanças nos comportamentos diários dos operários.
.
É um desafio medonho:
.
É um desafio medonho:
- como se muda uma cultura?
- como se introduzem novos hábitos?
- como se ...
Impressionante mesmo é a prática corrente para resolver estes desafios. Conseguem adivinhar qual é?
.
.
.
.
.
Uma acção de formação com uns powerpoints!!! Andragogia? O que é isso?
.
.
.
.
.
Umas instruções de trabalho para operários!!! Um dossiê com 15 instruções de trabalho e cada uma com 17 a 25 páginas.
.
.
.
É uma verdadeira loucura.
.
.
.
Para reforçar estes mecanismos: auditorias internas!!!
.
.
.
Este artigo, na senda de "Switch", "“That’s the Way We (Used to) Do Things Around Here”" aborda alternativas que parecem fazer muito mais sentido:
.
"Step 1: Recognize the Need for Change
“Every organization wants to be in a groove,” says venture capitalist Jeff Stiefler. “But no one wants to be in a rut. The problem is when grooves become ruts. The key is to be able to recognize when you’re in a rut and then [figure out] how to get out of it.”
.
That’s the essence of this first step, which is particularly important for leaders of a change initiative. You cannot expect others to reflect on their behavior if you have not started to look dispassionately at yourself and to recognize where you need to change. After all, you are one of those responsible for painting a positive vision of the future, articulating the new possibilities in the collective mind, and calming the sense of upheaval. Your behavior therefore gives employees a highly charged impression of the changes you espouse, directly affecting many circuits of the brain." (Moi ici: O exemplo da gestão de topo é fundamental: qualquer subordinado é o melhor estudioso do comportamento do seu chefe)
.
"At a group level, the recognition step involves bringing a group of self-aware people together to talk about the possibilities for change, with the premise that the current approach — “the way we do things around here” — cannot continue." (Moi ici: BTW, nós por cá como país ainda não iniciamos este primeiro passo)
.
"Step 2: Relabel Your Reactions
...
By relabeling these thoughts, you can break the cycle of rumination, emphasizing that these thoughts are driven, not by some external factor, but by the patterns in the brain itself.
.
Relabeling means giving a new name to something, and though the idea of applying a mental label may seem simple, it has often been shown to have the power to calm emotions and engage the rational centers of the brain.
...
Step 3: Reflect on Your Expectations and Values
In this step, you set out the nature of the new conditions you believe you can create. You replace old expectations with a new image of the desired state you are trying to achieve. In management circles, this is known as a vision. But unlike some corporate vision exercises, the reflection in this step must result in something specific, tangible, and desirable enough to capture people’s attention.
...
“Our good leaders are those who focus on others, give undivided attention, and build trust. Leaders can either give energy to people or drain energy from people.”
...
In this reflection, the company uses the expectation of better conditions as an effective tool for reinforcing productive neural patterns.
...
suggest that effectively communicating that “things will feel better if we change” can produce a powerful range of assuaging reactions.
...
Step 4: Refocus Your Behavior
In this stage, you bring your habits in line with your goals. You identify the practices you need to follow and begin to set them in motion.
...
The refocusing step provides the most powerful change of the entire sequence: It has the greatest impact on the prefrontal cortex, where new behaviors must be processed and integrated into complex response patterns. When people focus repeatedly and bring this part of the brain into play, their new neuronal connections can become stabilized by attention density and the quantum Zeno effect; as a result, a more productive set of brain functions are put into play, and the potential for developing new action repertoires is established. This is often experienced as having one’s beliefs open up, and as becoming more capable and productive. When practiced regularly and consistently, the change rewires the basal ganglia and becomes a set of adaptive new habits.
...
Step 5: Respond with Repetition
...
It takes discipline to develop new habits; they feel difficult at first. Once again, if you are a leader, your behavior makes all the difference. Other people closely watch what you say, what you do, and where you pay attention. Of course, leading requires a high level of self-awareness, which is one reason the recognition step (step 1) is so important." (Moi ici: BTW, fazer o paralelismo para o país e para os gastos do Estado)
.
"Step 1: Recognize the Need for Change
“Every organization wants to be in a groove,” says venture capitalist Jeff Stiefler. “But no one wants to be in a rut. The problem is when grooves become ruts. The key is to be able to recognize when you’re in a rut and then [figure out] how to get out of it.”
.
That’s the essence of this first step, which is particularly important for leaders of a change initiative. You cannot expect others to reflect on their behavior if you have not started to look dispassionately at yourself and to recognize where you need to change. After all, you are one of those responsible for painting a positive vision of the future, articulating the new possibilities in the collective mind, and calming the sense of upheaval. Your behavior therefore gives employees a highly charged impression of the changes you espouse, directly affecting many circuits of the brain." (Moi ici: O exemplo da gestão de topo é fundamental: qualquer subordinado é o melhor estudioso do comportamento do seu chefe)
.
"At a group level, the recognition step involves bringing a group of self-aware people together to talk about the possibilities for change, with the premise that the current approach — “the way we do things around here” — cannot continue." (Moi ici: BTW, nós por cá como país ainda não iniciamos este primeiro passo)
.
"Step 2: Relabel Your Reactions
...
By relabeling these thoughts, you can break the cycle of rumination, emphasizing that these thoughts are driven, not by some external factor, but by the patterns in the brain itself.
.
Relabeling means giving a new name to something, and though the idea of applying a mental label may seem simple, it has often been shown to have the power to calm emotions and engage the rational centers of the brain.
...
Step 3: Reflect on Your Expectations and Values
In this step, you set out the nature of the new conditions you believe you can create. You replace old expectations with a new image of the desired state you are trying to achieve. In management circles, this is known as a vision. But unlike some corporate vision exercises, the reflection in this step must result in something specific, tangible, and desirable enough to capture people’s attention.
...
“Our good leaders are those who focus on others, give undivided attention, and build trust. Leaders can either give energy to people or drain energy from people.”
...
In this reflection, the company uses the expectation of better conditions as an effective tool for reinforcing productive neural patterns.
...
suggest that effectively communicating that “things will feel better if we change” can produce a powerful range of assuaging reactions.
...
Step 4: Refocus Your Behavior
In this stage, you bring your habits in line with your goals. You identify the practices you need to follow and begin to set them in motion.
...
The refocusing step provides the most powerful change of the entire sequence: It has the greatest impact on the prefrontal cortex, where new behaviors must be processed and integrated into complex response patterns. When people focus repeatedly and bring this part of the brain into play, their new neuronal connections can become stabilized by attention density and the quantum Zeno effect; as a result, a more productive set of brain functions are put into play, and the potential for developing new action repertoires is established. This is often experienced as having one’s beliefs open up, and as becoming more capable and productive. When practiced regularly and consistently, the change rewires the basal ganglia and becomes a set of adaptive new habits.
...
Step 5: Respond with Repetition
...
It takes discipline to develop new habits; they feel difficult at first. Once again, if you are a leader, your behavior makes all the difference. Other people closely watch what you say, what you do, and where you pay attention. Of course, leading requires a high level of self-awareness, which is one reason the recognition step (step 1) is so important." (Moi ici: BTW, fazer o paralelismo para o país e para os gastos do Estado)
quarta-feira, fevereiro 16, 2011
Os que fazem a mudança e os que só acordam tarde e para lhe resistir
Leio este postal de Steve Blank "College and Business Will Never Be the Same" e fico a pensar numa multidão de coisas:
- as universidades e a necessidade de adoptarem uma estratégia ("A missão da escola tem sido homogeneizar, o futuro...", "Mais sintomas de uma decomposição em curso"; "Inovação estratégica na universidade?", "Onde estão as universidades?", "Once again: estratégia e universidades", "Estratégia para as universidades", "Formular uma estratégia, é a actividade mais sexy da gestão (1)");
- recordo o comentário na base deste postal;
- a dúvida quanto à capacidade da universidade se abrir ao exterior,
- a dúvida quanto à capacidade da universidade encarar o desafio que a mudança do mundo acarreta para ela;
- estou mesmo a imaginar os revolucionários de sofá e de café a quererem parar a mudança antes que esta lhe estrague o status-quo;
- estou mesmo a visualizar uns não sei quantos avançarem com o perigo de pôr em causa os direitos adquiridos...
O que vale é que é inevitável, se não for a bem é a mal... mas podia ser mais rápida, mas podia ser vivida cavalgando e aproveitando a mudança em vez de resistir e entregar rua a rua, casa a casa, divisão a divisão lentamente com muita terra queimada e muita energia desperdiçada.
domingo, janeiro 30, 2011
Para reflexão
"Comfort Kills" de onde retiro:
.
"Lack of comfort brings excitement, comfort brings boredom."
...
"In the short term people regret (or fear) the risk and prefer to be comfortable, but in the long run (from an entire life perspective) they regret not taking the risk.
Conclusion 3: Comfort is short sighted.
Getting "outside your comfort zone" is not a means to an end, but rather a goal in itself. As soon as you choose to leave your comfort zone, you form a direct friction with life, go towards the pursuit of your dreams, and in short - really start living."
...
"We live in a society where comfort has become a value and a life goal. But comfort reduces our motivation for introducing important transformations in our lives. Sadly, being comfortable often prohibits us from chasing our dreams. Many of us are like lions in the zoo: well-fed but sit around passively stuck in a reactive rut. Comfort equals boring shortsightedness, and a belief that things cannot change."
.
"Lack of comfort brings excitement, comfort brings boredom."
...
"In the short term people regret (or fear) the risk and prefer to be comfortable, but in the long run (from an entire life perspective) they regret not taking the risk.
Conclusion 3: Comfort is short sighted.
Getting "outside your comfort zone" is not a means to an end, but rather a goal in itself. As soon as you choose to leave your comfort zone, you form a direct friction with life, go towards the pursuit of your dreams, and in short - really start living."
...
"We live in a society where comfort has become a value and a life goal. But comfort reduces our motivation for introducing important transformations in our lives. Sadly, being comfortable often prohibits us from chasing our dreams. Many of us are like lions in the zoo: well-fed but sit around passively stuck in a reactive rut. Comfort equals boring shortsightedness, and a belief that things cannot change."
terça-feira, dezembro 21, 2010
Abraçar a MUDANÇA em vez de lhe resistir
Quando lido com uma PME sou um outsider que não conhece a história da empresa, que não conhece o modelo mental do seu gerente, mas sou alguém que está atento ao mundo exterior e que faz as suas observações e tira as suas conclusões muito pessoais.
.
Quando vejo uma PME a contorcer-se muito para fazer face a uma mudança, por exemplo: uma alteração imposta pelo mercado ou por um cliente importante. Normalmente encontro muita resistência a essa mudança.
.
Costumo perguntar:
.
- Esta mudança é pontual, é transitória, ou é sinal de MUDANÇA a sério?
.
Se é passageira, tem de ser tratada como um inconveniente passageiro que temos de acomodar. No entanto, se é sinal de MUDANÇA a sério, de MUDANÇA que veio para ficar, então, em vez de resistir, devemos abraçá-la e correr para a incorporar nas nossas práticas correntes. Dessa forma, de inconveniente passa a vantagem competitiva.
.
Escrevo isto na sequência desta leitura:
.
"We’re taught to avoid struggle of any kind, which is a really bad idea. Struggle helps us run a four minute mile, write a symphony, build a road and learn our ABCs. People who expend all their energy planning to avoid struggle miss all the opportunities to grow personally or build a great business.
Don’t go looking for beaver dams but don’t avoid them when you run into them. Embrace them, learn from them, figure out whether you have to go left, right, over, under or through them and use them to get to your ocean.
Expend all your energy avoiding them and you’ll hate them because they stood in the way of your great plan. Learn from them and they’ll be fond memories in the rear view mirror that pushed you in the right direction.
Embrace the beaver dams. Struggle is good if you use it to get where you want to go. It’s your choice."
.
Trecho retirado de "Business is Full of Beaver Dams"
.
Quando vejo uma PME a contorcer-se muito para fazer face a uma mudança, por exemplo: uma alteração imposta pelo mercado ou por um cliente importante. Normalmente encontro muita resistência a essa mudança.
.
Costumo perguntar:
.
- Esta mudança é pontual, é transitória, ou é sinal de MUDANÇA a sério?
.
Se é passageira, tem de ser tratada como um inconveniente passageiro que temos de acomodar. No entanto, se é sinal de MUDANÇA a sério, de MUDANÇA que veio para ficar, então, em vez de resistir, devemos abraçá-la e correr para a incorporar nas nossas práticas correntes. Dessa forma, de inconveniente passa a vantagem competitiva.
.
Escrevo isto na sequência desta leitura:
.
"We’re taught to avoid struggle of any kind, which is a really bad idea. Struggle helps us run a four minute mile, write a symphony, build a road and learn our ABCs. People who expend all their energy planning to avoid struggle miss all the opportunities to grow personally or build a great business.
Don’t go looking for beaver dams but don’t avoid them when you run into them. Embrace them, learn from them, figure out whether you have to go left, right, over, under or through them and use them to get to your ocean.
Expend all your energy avoiding them and you’ll hate them because they stood in the way of your great plan. Learn from them and they’ll be fond memories in the rear view mirror that pushed you in the right direction.
Embrace the beaver dams. Struggle is good if you use it to get where you want to go. It’s your choice."
.
Trecho retirado de "Business is Full of Beaver Dams"
terça-feira, dezembro 07, 2010
Não se muda por decreto
Já abordei este ponto aqui no blogue:
.
"As the institutional definitions of a particular organizational form come to be more sharply defined, organizational identities come to be associated with particular characteristics and actions, and organizations that violate these socially constructed expectations are likely to face sanctions and devaluation.
.
Yet by penalizing deviance, institutionalized form distinctions render less effective the strategy of differentiation. We know, after all, that one response to intense competition is for organizations to move into other, less competitive domains. The existence of socially constructed identities, however, constrains organizations from freely “carving out their own niche.” Rather, identity implies both advantage, in the form of rewards for abiding by socially constructed expectations, as well as constraints against moving into less competitive domains. In a given domain, then, competition might end up more intense, due to high levels of density of similar organizations, precisely because organizations are advantaged by conforming to the various social codes associated with a given organizational form. In this way, by affecting who can compete, how they compete, and the sanctions or benefits associated with competing, the institutionalization of organizational forms shapes logics of competition."
.
Já o dizia Hayek, o que gerou o sucesso de um empreendimento é o que gerará a sua queda. O mundo mundo e as organizações têm de mudar. Mas todos os dias há mudanças... umas são ruído, outras são variação aleatória e outras são mudanças reais. É difícil distinguir quando é que é mesmo sinal de mudança. Depois, é difícil perceber o que fazer. Depois, é difícil ter tempo para sair fora do corpo e perceber que há algo a acontecer.
.
E querem os catequistas da direita e da esquerda comandar as empresas por decreto!
.
Por exemplo, quem é capaz de negar que está em curso a criação de uma bolha azeiteira em Portugal?
.
Este Domingo, no funeral de um familiar, na aldeia onde nasceu o meu pai, contava-me um lavrador as exigências para ter subsídio para plantar oliveiras. Se o que ele me contou é verdade, daqui a uns anos vai haver subsídios para arrancar oliveiras.
.
E como é que se evita uma bolha? Está a dar, como é que se tem coragem para cortar antes do embate na parede? E querem que as PMEs sejam diferentes?
.
Trecho retirado de "THE RED QUEEN AMONG ORGANIZATIONS - HOW COMPETITIVENESS EVOLVES" de William P. Barnett.
.
"As the institutional definitions of a particular organizational form come to be more sharply defined, organizational identities come to be associated with particular characteristics and actions, and organizations that violate these socially constructed expectations are likely to face sanctions and devaluation.
.
Yet by penalizing deviance, institutionalized form distinctions render less effective the strategy of differentiation. We know, after all, that one response to intense competition is for organizations to move into other, less competitive domains. The existence of socially constructed identities, however, constrains organizations from freely “carving out their own niche.” Rather, identity implies both advantage, in the form of rewards for abiding by socially constructed expectations, as well as constraints against moving into less competitive domains. In a given domain, then, competition might end up more intense, due to high levels of density of similar organizations, precisely because organizations are advantaged by conforming to the various social codes associated with a given organizational form. In this way, by affecting who can compete, how they compete, and the sanctions or benefits associated with competing, the institutionalization of organizational forms shapes logics of competition."
.
Já o dizia Hayek, o que gerou o sucesso de um empreendimento é o que gerará a sua queda. O mundo mundo e as organizações têm de mudar. Mas todos os dias há mudanças... umas são ruído, outras são variação aleatória e outras são mudanças reais. É difícil distinguir quando é que é mesmo sinal de mudança. Depois, é difícil perceber o que fazer. Depois, é difícil ter tempo para sair fora do corpo e perceber que há algo a acontecer.
.
E querem os catequistas da direita e da esquerda comandar as empresas por decreto!
.
Por exemplo, quem é capaz de negar que está em curso a criação de uma bolha azeiteira em Portugal?
.
Este Domingo, no funeral de um familiar, na aldeia onde nasceu o meu pai, contava-me um lavrador as exigências para ter subsídio para plantar oliveiras. Se o que ele me contou é verdade, daqui a uns anos vai haver subsídios para arrancar oliveiras.
.
E como é que se evita uma bolha? Está a dar, como é que se tem coragem para cortar antes do embate na parede? E querem que as PMEs sejam diferentes?
.
Trecho retirado de "THE RED QUEEN AMONG ORGANIZATIONS - HOW COMPETITIVENESS EVOLVES" de William P. Barnett.
terça-feira, novembro 09, 2010
Acerca da mudança
"Making Change Happen, and Making It Stick Delivering Sustainable Organizational Change"
.
Um esquema interessante:
.
Um esquema interessante:
quarta-feira, outubro 27, 2010
Switch - acerca da mudança (parte VII)
Muitas vezes a dimensão da mudança necessária é tão grande que só de pensar nela... há o risco de desmoralizar e desistir.
.
Uma das tácticas que se pode seguir é a de transformar uma grande mudança numa sequência de pequenas mudanças que originam uma torrente de pequenas vitórias: aqui e aqui.
.
Chip e Dan Heath no livro Switch chamam a esta técnica "Shrink the Change":
.
"One way to shrink change, then, is to limit the investment you're asking for ... Another way to shrink change is to think of small wins - milestones that are within reach.
...
You can't count on these milestones to occur naturally. To motivate change, you've got to plan for them.
...
When you engineer early successes, what you're really doing is engineering hope. Hope is precious to a change effort. It's Elephant fuel.
Once people are on the path and making progress, it's important to make their advances visible. With some kinds of change, such as weight loss, progress is easy to measure-people can step on a scale. Unfortunately, there's no off-the-shelf scale for "new-product innovation" or "reduced carbon impact." Where do you find a yardstick that can measure the kind of changes you're leading?
...
When you set small visible goals, and people achieve them, they start to get it into their heads that they can succeed They break the habit oflosing and begin to get into the habit of winning.
...
Small targets lead to small victories, and small victories can often trigger a positive spiral of behavior."
.
Uma das tácticas que se pode seguir é a de transformar uma grande mudança numa sequência de pequenas mudanças que originam uma torrente de pequenas vitórias: aqui e aqui.
.
Chip e Dan Heath no livro Switch chamam a esta técnica "Shrink the Change":
.
"One way to shrink change, then, is to limit the investment you're asking for ... Another way to shrink change is to think of small wins - milestones that are within reach.
...
You can't count on these milestones to occur naturally. To motivate change, you've got to plan for them.
...
When you engineer early successes, what you're really doing is engineering hope. Hope is precious to a change effort. It's Elephant fuel.
Once people are on the path and making progress, it's important to make their advances visible. With some kinds of change, such as weight loss, progress is easy to measure-people can step on a scale. Unfortunately, there's no off-the-shelf scale for "new-product innovation" or "reduced carbon impact." Where do you find a yardstick that can measure the kind of changes you're leading?
...
When you set small visible goals, and people achieve them, they start to get it into their heads that they can succeed They break the habit oflosing and begin to get into the habit of winning.
...
Small targets lead to small victories, and small victories can often trigger a positive spiral of behavior."
sexta-feira, outubro 22, 2010
Switch - acerca da mudança (parte VI)
Há dias, enquanto trabalhava no escritório do sótão de casa, ouvia na televisão numa outra sala uma publicidade institucional a incitar as mulheres a precaverem-se contra o cancro da mama.
.
Os fumadores compram os maços de tabaco com mensagens informando-os acerca dos malefícios do tabaco.
.
Na quarta-feira ao final da tarde em Coimbra, na zona do Vale das Flores, reparei nuns cartazes incitando as crianças a comerem comida saudável.
.
Julgo que estes exemplos são representativos do que pretendo transmitir: somos inundados e bombardeados por mensagens que nos pedem para:
- · Vigiar a saúde do nosso corpo;
- · Levar uma vida saudável;
- · Comer comida saudável;
- · Não fumar;
- · Segregar resíduos;
- · Usar transportes públicos;
- · Reduzir custos da empresa;
- · Melhorar a qualidade;
- · …
Qual o sucesso destas mensagens?
Como o sucesso é quase nulo, e como a intenção é boa, a consequência é que na próxima, a frequência de mensagens vai ainda aumentar mais… sem resultados!!!
.
Chip & Dan Heath no livro “Switch – How to Change Things When Change is Hard” ajudam a explicar o fenómeno:
.
“Self-control is an exhaustible resource”
.
Quando somos sujeitos a uma catadupa de decisões, de opções, podemos ficar exaustos e ser invadidos por uma “decision paralysis”:
.
“Decisions are the Rider's turf, and because they require careful supervision and self-control, they tax the Rider's strength. … The more choices the Rider is offered, the more exhausted the Rider gets. Have you ever noticed that shopping is a lot more tiring than other kinds of light activity? Now you know why - it's all those choices. This is important, because we encounter excess choice all around us.
…
The status quo feels comfortable and steady because much of the choice has been squeezed out. You have your routines, your ways of doing things. For most of your day, the Rider is on autopilot.
But in times of change, autopilot doesn't work anymore, choices suddenly proliferate, and autopilot habits become unfamiliar decisions.
When you're on a diet, the habitual daily trip for Nachos Bell Grande is disqualified, and in its place is left a decision. When you've got a new manager, the way you communicate stops being second nature and starts being a choice.
.
Change brings new choices that create uncertainty. Let's be clear: It's not only options that yield decision paralysis-like picking one donut from 100 flavors. Ambiguity does, too. In times of change, you may not know what options are available. And this uncertainty leads to decision paralysis as surely as a table with 24 jams.
.
Ambiguity is exhausting to the Rider, because the Rider is tugging on the reins of the Elephant, trying to direct the Elephant down a new path. But when the road is uncertain, the Elephant will insist on taking the default path, the most familiar path, just as the doctors did. Why? Because uncertainty makes the Elephant anxious. (Think of how, in an unfamiliar place, you
gravitate toward a familiar face.) And that's why decision paralysis can be deadly for change-because the most familiar path is always the status quo.
.
Many leaders pride themselves on setting high-level direction: I'll set the vision and stay out of the details. It's true that a compelling vision is critical …. But it's not enough. Big-picture, hands-off leadership isn't likely to work in a change situation, because the hardest part of change-the paralyzing part-is precisely in the details.
…
Ambiguity is the enemy. Any successful change requires a translation of ambiguous goals into concrete behaviors. In short, to make a switch, you need to script the critical moves.”.
.
BTW, cada vez mais estou a começar as acções de formação que animo pelo fim, com exemplos do que é algo a funcionar.
.
Por exemplo, posso dar uma acção de formação sobre processos e a abordagem por processos, e listar toda uma série de boas-práticas a seguir, mas se não houver um, dois exemplos... torna-se muito mais difícil passar a mensagem. Assim, as pessoas vêem, criticam, apreciam uma coisa concreta e não uma ideia abstracta.
quinta-feira, outubro 21, 2010
Switch - acerca da mudança (parte V)
“relatively small changes had a big impact on a big problem. There is a clear asymmetry between the scale of the problem and the scale of the solution. Big problem, small solution.
.
This is a theme you will see again and again. Big problems are rarely solved with commensurately big solutions. lnstead, they are most often solved by a sequence of small solutions, sometimes over weeks, sometimes over decades. And this asymmetry is why the Rider's predilection for analysis can backfire so easily. W hen the Rider analyzes a problem, he seeks a solution that befits the scale of it. If the Rider spots a hole, he wants to fill it, and if he's got a round hole with a 24-inch diameter, he's gonna go looking for a 24-inch peg. But that mental model is wrong.
.
For instance, in analyzing malnutrition in Vietnam, the experts had exhaustively analyzed all the big systemic forces that were responsible for it: lack of sanitation, poverty, ignorance, lack of water. No doubt they also concocted big systemic plans to address those forces. But that was fantasy. No one, other than Sternin, thought to ask, "What's working right now?"
…
To pursue bright spots is to ask the question "What's working, and how can we do more of it?" Sounds simple, doesn't it? Yet, in the real world, this obvious question is almost never asked.
.
Instead, the question we ask is more problem focused: "What's broken, and how do we fix it?"
É isto que aprecio, por exemplo, quando aplico esta metodologia, pois as acções são cirúrgicas e têm um efeito multiplicador virtuoso no sistema.
.
Basta pensar na nossa situação económica e em vez de apoios, em vez de programas complexos, benesses ficais para atrair os pins, perguntar: por que é que algumas PMEs têm sucesso? O que pode ser aprendido e generalizado nesses casos? Como se pode multiplicar a criação de mais PMEs que sigam essas lições?
domingo, outubro 17, 2010
Switch - acerca da mudança (parte II)
"Switch - How To Change Things When Change Is Hard"
.
Eis o meu resumo da introdução do livro:
.
"This is a book to help you change things.
...
For anything to change, someone has to start acting differently.
...
Ultimately, all change efforts boil down to the same mission: Can you get people to start behaving in a new way?
We know what you're thinking - people resist change. But
...
In our lives, we embrace lots of big changes.
...
So there are hard changes and easy changes. What distinguishes one from the other?
...
For individuals' behavior to change, you've got to influence not only their environment but their hearts and minds.
The problem is this: Often the heart and mind disagree. Fervently.
...
our emotional side is an Elephant and our rational side is its Rider. Perched atop the Elephant, the Rider holds the reins and seems to be the leader. But the Rider's control is precarious because the Rider is so small relative to the Elephant. Anytime the six-ton Elephant and the Rider disagree about which direction to go, the Rider is going to lose. He's completely overmatched.
...
When Rider and Elephant disagree about which way to move, you've got a problem. The Rider can get his way temporarily - he can tug on the reins hard enough to get the Elephant to submit. (Anytime you use willpower you're doing exactly that.) But the Rider can't win a tug-of-war with a huge animal for long. He simply gets exhausted.
...
psychologists have discovered that self-control is an exhaustible resource. It's like doing bench presses at the gym.
...
Here's why this matters for change: When people try to change things, they're usually tinkering with behaviors that have become automatic, and changing those behaviors requires careful supervision by the Rider. The bigger the change you're suggesting, the more it will sap peoples's self-control.
And when people exhaust their self-control, what they're exhausting are the mental muscles needed to think creatively, to focus, to inhibit their impulses, and to persist in the face of frustration or failure. In other words, they're exhausting precisely the mental muscles needed to make a big change.
...
If you want people to change, you must provide crustal-clear direction.
...
What looks like resistance is often a lack of clarity.
...
If you want people to change, you don't ask them to "act healthier." You say, "Next time you're in the dairy aisle of the grocery store, reach for a jug of 1% milk instead of whole milk."
...
Now you've had a glimpse of the basic three-part framework we will unpack in this book, one that can guide you in any situation where you need to change behavior:
.
A história é a de Donald Berwick e a sua campanha para salvar 100 mil vidas nos hospitais.
.
Para o Rider apresentou o alvo e 6 medidas concretas (não seiscentas, apenas 6... lembram-se da ministra da Saúde a apresentar uma lista de medidas para poupar no sector?).
.
Para motivar o Elephant trouxe o discurso e a presença de uma mãe que perdeu a filha por uma das medidas não estar em vigor.
.
Para facilitar o Path pensou na entrada no projecto, nas instruções detalhadas, na formação, nos grupos de apoio, nos mentores, na pressão grupal (O outro hospital entrou, o seu não participa?).
.
Continua.
.
Eis o meu resumo da introdução do livro:
.
"This is a book to help you change things.
...
For anything to change, someone has to start acting differently.
...
Ultimately, all change efforts boil down to the same mission: Can you get people to start behaving in a new way?
We know what you're thinking - people resist change. But
...
In our lives, we embrace lots of big changes.
...
So there are hard changes and easy changes. What distinguishes one from the other?
...
For individuals' behavior to change, you've got to influence not only their environment but their hearts and minds.
The problem is this: Often the heart and mind disagree. Fervently.
...
our emotional side is an Elephant and our rational side is its Rider. Perched atop the Elephant, the Rider holds the reins and seems to be the leader. But the Rider's control is precarious because the Rider is so small relative to the Elephant. Anytime the six-ton Elephant and the Rider disagree about which direction to go, the Rider is going to lose. He's completely overmatched.
...
When Rider and Elephant disagree about which way to move, you've got a problem. The Rider can get his way temporarily - he can tug on the reins hard enough to get the Elephant to submit. (Anytime you use willpower you're doing exactly that.) But the Rider can't win a tug-of-war with a huge animal for long. He simply gets exhausted.
...
psychologists have discovered that self-control is an exhaustible resource. It's like doing bench presses at the gym.
...
Here's why this matters for change: When people try to change things, they're usually tinkering with behaviors that have become automatic, and changing those behaviors requires careful supervision by the Rider. The bigger the change you're suggesting, the more it will sap peoples's self-control.
And when people exhaust their self-control, what they're exhausting are the mental muscles needed to think creatively, to focus, to inhibit their impulses, and to persist in the face of frustration or failure. In other words, they're exhausting precisely the mental muscles needed to make a big change.
...
If you want people to change, you must provide crustal-clear direction.
...
What looks like resistance is often a lack of clarity.
...
If you want people to change, you don't ask them to "act healthier." You say, "Next time you're in the dairy aisle of the grocery store, reach for a jug of 1% milk instead of whole milk."
...
Now you've had a glimpse of the basic three-part framework we will unpack in this book, one that can guide you in any situation where you need to change behavior:
- DIRECT THE RIDER. What looks like resistance is often a lack of clarity. So provide crystal-clear direction...
- MOTIVATE THE ELEPHANT. What looks like laziness is often exhaustion. The Rider can't get his way by force for very long. So it's critical that you engage people's emotional side - get their Elephants on the path and cooperative...
- SHAPE THE PATH. What looks like a people problem is often a situation problem. We call the situation the "Path." When you shape the Path, you make change more likely, no matter what's happening with the Rider and Elephant."
.
A história é a de Donald Berwick e a sua campanha para salvar 100 mil vidas nos hospitais.
.
Para o Rider apresentou o alvo e 6 medidas concretas (não seiscentas, apenas 6... lembram-se da ministra da Saúde a apresentar uma lista de medidas para poupar no sector?).
.
Para motivar o Elephant trouxe o discurso e a presença de uma mãe que perdeu a filha por uma das medidas não estar em vigor.
.
Para facilitar o Path pensou na entrada no projecto, nas instruções detalhadas, na formação, nos grupos de apoio, nos mentores, na pressão grupal (O outro hospital entrou, o seu não participa?).
.
Continua.
sexta-feira, outubro 15, 2010
Switch - acerca da mudança (parte I)
Logo à noite, durante o meu jogging, devo terminar a audição de um livro sobre a MUDANÇA.
.
"Switch - How to Change Things When Change is Hard" de Chip & Dan Heath, os mesmos que escreveram "Made to Stick"
.
O livro é um must, MUST read!!!
.
Os autores usam uma imagem para lidar com o tema da mudança. Pensar em mudança é pensar num trio:
.
"Switch - How to Change Things When Change is Hard" de Chip & Dan Heath, os mesmos que escreveram "Made to Stick"
.
O livro é um must, MUST read!!!
.
Os autores usam uma imagem para lidar com o tema da mudança. Pensar em mudança é pensar num trio:
- o cornaca (o condutor do elefante);
- o elefante; e
- o caminho
O cornaca representa o nosso lado racional. É preciso, temos de mudar por causa desta razão e daquela. Por exemplo: É preciso ter uma alimentação mais saudável.
.
O elefante representa a motivação para a mudança. O cornaca pode tentar, racionalmente, convencer o elefante a agir de certa forma durante algum tempo... pouco, pois o auto-controlo não é inesgotável. Se o elefante não estiver motivado para a mudança... o cornaca não tem hipótese de o controlar ponto.
.
Por exemplo: para quem está afundado em dívidas e entrou num programa de mudança de comportamento, podíamos pensar que se deviam pagar primeiro as dívidas maiores ou as que têm uma taxa de juro superior... só que o problema do endividado não é a matemática é a motivação, assim, os mais bem sucedidos a resolverem o seu problema de endividamento são os que vão eliminando as dívidas da lista, começando pelas mais pequenas...
.
Por exemplo: para quem está afundado em dívidas e entrou num programa de mudança de comportamento, podíamos pensar que se deviam pagar primeiro as dívidas maiores ou as que têm uma taxa de juro superior... só que o problema do endividado não é a matemática é a motivação, assim, os mais bem sucedidos a resolverem o seu problema de endividamento são os que vão eliminando as dívidas da lista, começando pelas mais pequenas...
.
Por fim, o caminho. Para facilitar a mudança há que preparar o caminho para que ela ocorra, há que preparar as instruções que a facilitem.
.
50% dos soldados americanos no Vietnam eram viciados em drogas.
Quando regressavam da guerra, ao fim de 1 ano, sem tratamentos, apenas 1% se mantinha viciado (a mesma taxa da população em geral)... bastava mudar o ambiente que os rodeava.
.
A forma mais rápida, simples e económica de emagrecer... usar pratos mais pequenos!!!
.
O livro está dividido em 3 partes:
- Direct the rider (dirigido ao cornaca);
- Motivate the elephant;
- Shape the path.
Na sequência desta audição e pelas referências feitas, a minha próxima audição já foi recolhida na internet Mindset, um livro sobre o tratamento do cérebro como um músculo, um órgão que precisa de ser exercitado.
.
Voltando ao livro Switch, vou procurar listar aqui algumas frases que ficaram a ressoar dentro de mim.
.
Continua.
sábado, junho 26, 2010
Mudaria alguma coisa na conversa se o primeiro-ministro fosse outro?
"Change can only occur when the pattern of conversation changes because it is this that organises [people's] experience" - Ralph Stacey
.
Assim, enquanto o discurso, enquanto a conversa se mantiver ao mesmo nível de sempre... não há mudança.
.
Ontem, a esta hora, ouvia no noticiário da Antena 1 a síntese de um discurso do PR que dizia qualquer coisa como:
.
"Vivemos num Estado que não consegue sustentar a Economia".
.
Assim, enquanto o discurso, enquanto a conversa se mantiver ao mesmo nível de sempre... não há mudança.
.
Ontem, a esta hora, ouvia no noticiário da Antena 1 a síntese de um discurso do PR que dizia qualquer coisa como:
.
"Vivemos num Estado que não consegue sustentar a Economia".
.
Como se o Estado suportasse a Economia, o Estado quando muito destrói a economia real, a que não vive à custa de conversas em salões com carpetes e tapetes milionários. O Estado na melhor das hipóteses facilita a vida à economia...
.
Ontem, ao final da tarde, ao sair de Mangualde debaixo de um chuvada valente ouvi na rádio:
.
"Muitas vezes me sinto sozinho a puxar pelas energias do país."
.
Como se a micro-economia real precisasse que alguém a puxasse. A micro-economia real vive do seu trabalho e do seu esforço e sabe que sem trabalho não há sucesso, independentemente dos ocupantes de São Bento ou de Belém.
.
BTW, a propósito desta notícia "PSD com dobro de intenções de voto em relação ao PS" mudaria alguma coisa na conversa se o primeiro-ministro fosse outro?
domingo, janeiro 24, 2010
Transformação organizacional, resistência e negociação política
O tempo não é elástico e, por isso, não tenho podido dedicar o tempo desejado e merecido ao livro "Making Strategy - The Journey of Strategic Management" de Colin Eden & Fran Ackermann. No entanto, de tempos a tempos lá consigo reservar um espaço para saborear algumas mensagens importantes.
“Strategy making is usually expected to change, sometimes by large amounts, the way an organization works. As we have said, change of any sort will always be seen to have winners and losers by those who are the recipients of change. Indeed most of the key players in designing change will see themselves as potential winners or losers. As soon as strategy is believed to be influential then the process of developing strategy will generate significant organizational politics.
...
Our view is that organizational politics must be accepted as going hand in hand with successful strategy making.
…
Statements about the strategic future of the organization will be used, when appropriate, as a part of the negotiation for resources but will not form part of a coherent whole, nor result in action.
…
… introduced the idea that organizations are a negotiated order. Negotiating a new order is the most crucial element of political feasibility.
…
Every person has their own ideas about what the organization is for and how it should get there. This means that any change will have to be determined through negotiation – the creation of a new negotiated order. This new negotiated order is determined independently of who is to deliver and maintain the new order.
…
It is possible for one person to determine the nature of the best new order by analysis of the “facts”. But, in organizations, these facts are disputed, and so negotiation amongst players is required to establish which facts are to be used in the analysis. (Moi ici: Por isto não concordo com a frase do candidato presidencial Cavaco Silva: "Dois adultos, perante os mesmos factos chegam às mesmas conclusões")
…
… creating a new “negotiated order”, recognizes that resolution of the tensions between what each of the powerful actors in the organization wants for the organization demands a social process that explores the different perspectives and negotiates an acceptable way forward. (Moi ici: Assim, recorrer apenas às técnicas, recorrer apenas ao lado racional, às justificações mais que razoáveis... não chega. Daí a importância da gestão de topo neste processo para negociar um caminho em frente que seja aceitável, que seja consensual )
…
Decisions can rarely, if ever, be enacted without recourse to social negotiation and so a consideration of power and politics.”
.
Um tema que conhecemos e sentimos praticamente todos os dias nas organizações é o da resistência à mudança. Outro tema que aprendi há quase 20 anos, numa formação sobre SPC com o professor José Sarsfield Cabral da FEUP, é que não basta conhecer a técnica, as fórmulas, é preciso conhecer a visão do mundo associada à técnica. Kotter e Agostinho da Silva escreveram sobre a importância do lado emocional para construir a mudança, as pessoas e as organizações (e já agora os países) não mudam por causa de relatórios e explicações racionais, mudam quando vêem e sentem a necessidade de mudar.
.
Os trechos que se seguem do livro de Eden & Ackermann ajudam a suportar o que vemos e sentimos numa base racional:
.
...
Our view is that organizational politics must be accepted as going hand in hand with successful strategy making.
…
Statements about the strategic future of the organization will be used, when appropriate, as a part of the negotiation for resources but will not form part of a coherent whole, nor result in action.
…
… introduced the idea that organizations are a negotiated order. Negotiating a new order is the most crucial element of political feasibility.
…
Every person has their own ideas about what the organization is for and how it should get there. This means that any change will have to be determined through negotiation – the creation of a new negotiated order. This new negotiated order is determined independently of who is to deliver and maintain the new order.
…
It is possible for one person to determine the nature of the best new order by analysis of the “facts”. But, in organizations, these facts are disputed, and so negotiation amongst players is required to establish which facts are to be used in the analysis. (Moi ici: Por isto não concordo com a frase do candidato presidencial Cavaco Silva: "Dois adultos, perante os mesmos factos chegam às mesmas conclusões")
…
… creating a new “negotiated order”, recognizes that resolution of the tensions between what each of the powerful actors in the organization wants for the organization demands a social process that explores the different perspectives and negotiates an acceptable way forward. (Moi ici: Assim, recorrer apenas às técnicas, recorrer apenas ao lado racional, às justificações mais que razoáveis... não chega. Daí a importância da gestão de topo neste processo para negociar um caminho em frente que seja aceitável, que seja consensual )
…
Decisions can rarely, if ever, be enacted without recourse to social negotiation and so a consideration of power and politics.”
sábado, setembro 12, 2009
Belmiro de Azevedo no Público
"a cultura da Sonae é uma cultura de mudar, e mudar em ambientes de crise. Aliás, quando entrei na Sonae, a 2 de Janeiro de 1965, a empresa vivia uma crise e eu vinha de uma outra empresa, a primeira onde trabalhei depois de me licenciar, a Efanor, porque ao fim de dois anos percebi que ia falir. A Efanor não tinha estratégia, não se deu conta que tinha um só produto - algodão de grande qualidade - mas que estava ameaçado pelos novos materiais que estavam a chegar ao mercado, como as fibras sintéticas. (Moi ici: é preciso jogar bilhar como um profissional. Não basta jogar a tacada actual, há que pensar nas tacadas seguintes: O que vem aí? É preciso futurizar!!!) Vi que ia morrer, como acabou por suceder, e por isso decidi sair e aceitar o convite da Sonae. Quando lá cheguei, verifiquei que aquela empresa, naquela altura, estava mesmo a necessitar de uma experiência "schumpeteriana", isto é, destruir para recriar. (Moi ici: Infelizmente, a maior parte das vezes só os que vêm de fora têm a liberdade de espírito e a isensão sentimental para fazer o corte com o passado. Drucker escreveu sobre isto, sobre a dificuldade em matar um filho, um produto ou um departamento tornado obsoleto.) O meu primeiro trabalho foi enviar para a sucata metade do equipamento e a metade que ficou está em tão bom estado como quando lá cheguei. Depois houve que adaptar a empresa à única lei que, como costumo dizer, vale a pena conhecer em economia: a lei da oferta e da procura."
...
"Em Portugal devia-se apoiar mais as pequenas e médias empresas?
Nem todas as pequenas e médias empresas são boas e merecem ser ajudadas. O que temos de saber é quais são as boas e as más. As más não devem ser apoiadas.
.
A política deve ser criar um melhor ambiente para todas as empresas ou apoiar as que têm dificuldades?
Apoiar essas seria contrariar Schumpeter: uma empresa que não tem futuro não deve ser apoiada. Se é má, nunca mais tem solução; uma perna podre tem de ser amputada. (Moi ici: a embrulhar e enviar por correio urgente à atenção do ex-ministro Pinho e a todos os "so-called" empresários que passam a vida de mão estendida ao governo. Ah! E não esquecendo os famosos produtores de leite e cereais.)
.
Discorda então dos programas de apoio às pequenas empresas?
Claro, até porque são muito politizados. Então em períodos eleitorais é o que se vê: andam por aí a prometer tudo.
.
Portugal sairá melhor ou pior desta crise?
Vai depender das empresas. O Estado não tem uma mina de dinheiro e cada vez que dá subsídios ou realiza grandes investimentos vai buscar dinheiro aos mercados financeiros, o que torna o dinheiro para a economia ou mais escasso, ou mais caro. Isso é muito mau." (Moi ici: Belmiro de Azevedo deve estar equivocado certamente, pelo menos tendo em conta o à vontade com que os governos normandos esbanjam dinheiro...)
...
"Em Portugal devia-se apoiar mais as pequenas e médias empresas?
Nem todas as pequenas e médias empresas são boas e merecem ser ajudadas. O que temos de saber é quais são as boas e as más. As más não devem ser apoiadas.
.
A política deve ser criar um melhor ambiente para todas as empresas ou apoiar as que têm dificuldades?
Apoiar essas seria contrariar Schumpeter: uma empresa que não tem futuro não deve ser apoiada. Se é má, nunca mais tem solução; uma perna podre tem de ser amputada. (Moi ici: a embrulhar e enviar por correio urgente à atenção do ex-ministro Pinho e a todos os "so-called" empresários que passam a vida de mão estendida ao governo. Ah! E não esquecendo os famosos produtores de leite e cereais.)
.
Discorda então dos programas de apoio às pequenas empresas?
Claro, até porque são muito politizados. Então em períodos eleitorais é o que se vê: andam por aí a prometer tudo.
.
Portugal sairá melhor ou pior desta crise?
Vai depender das empresas. O Estado não tem uma mina de dinheiro e cada vez que dá subsídios ou realiza grandes investimentos vai buscar dinheiro aos mercados financeiros, o que torna o dinheiro para a economia ou mais escasso, ou mais caro. Isso é muito mau." (Moi ici: Belmiro de Azevedo deve estar equivocado certamente, pelo menos tendo em conta o à vontade com que os governos normandos esbanjam dinheiro...)
quinta-feira, setembro 04, 2008
Modelos mentais e mudança
Gosto muito da metáfora do iceberg (de Peter Senge), para ilustrar o encadeamento de uma série de factores que explicam o que vem à tona nos relatórios periódicos das organizações.
Os resultados esporádicos podem ser colocados num gráfico que ilustre a evolução temporal e retrate um padrão de comportamento.
Os padrões de comportamento resultam de estruturas sistémicas, redes entrelaçadas de relações de causa-efeito.
.
Essas estruturas sistémicas, por sua vez, resultam de modelos mentais que transportamos, muitas vezes de forma inconsciente, e que influenciam a nossa forma de pensar e actuar.
.
Encontrei no livro "Creative Destruction - Why Companies That Are Built to Last Underperform the Market - and How to Successfully Transform Them" de Richard Foster e Sarah Kaplan uma boa descrição do que são esses modelos mentais, por que são precisos e por que são perigosos.
.
São estes mesmos modelos mentais que explicam por que é tão difícil mudar as organizações, por que é tantas empresas não vêem, não presssentem a chegada do futuro e permanecem demasiado tempo agarradas a modelos de negócio que passaram o seu prazo de validade.
.
“Cultural lock-in” – the inability to change the corporate culture even in the face of clear market threats – explains why corporations find it difficult to respond to the messages of the marketplace. Cultural lock-in results from the gradual stiffening of the invisible architecture of the corporation, and the ossification of its decision-making abilities, control systems, and mental models. It dampens a company’s ability to innovate or to shed operations with a less-exciting future. Moreover, it signals the corporation’s inexorable decline into inferior performance.”
…
“The heart of the problem is the formation of hidden sets of rules, or mental models, that once formed are extremely difficult to change. Mental models are the core concepts of the corporation, the beliefs and assumptions, the cause-and-effect relationships, the guidelines for interpreting language and signals, the stories repeated within the corporate walls.”
…
““… mental models the “theoretical frameworks that help investors better understand the world.”
.
"Mental models are invisible in the corporation. They are neither explicit nor examined, but they are pervasive. When well crafted, mental models allow management to anticipate the future and solve problems. But once constructed, mental models become self-reinforcing, self-sustaining, and self-limiting. And when mental models are out of sync with reality, they cause management to make forecasting errors and poor decisions. The assumption of continuity, in fact, is precisely the kind of disconnect with reality that leads corporations into flawed forecasting and poor decisions.”
Os resultados esporádicos podem ser colocados num gráfico que ilustre a evolução temporal e retrate um padrão de comportamento.
Os padrões de comportamento resultam de estruturas sistémicas, redes entrelaçadas de relações de causa-efeito.
.
Essas estruturas sistémicas, por sua vez, resultam de modelos mentais que transportamos, muitas vezes de forma inconsciente, e que influenciam a nossa forma de pensar e actuar.
.
Encontrei no livro "Creative Destruction - Why Companies That Are Built to Last Underperform the Market - and How to Successfully Transform Them" de Richard Foster e Sarah Kaplan uma boa descrição do que são esses modelos mentais, por que são precisos e por que são perigosos.
.
São estes mesmos modelos mentais que explicam por que é tão difícil mudar as organizações, por que é tantas empresas não vêem, não presssentem a chegada do futuro e permanecem demasiado tempo agarradas a modelos de negócio que passaram o seu prazo de validade.
.
“Cultural lock-in” – the inability to change the corporate culture even in the face of clear market threats – explains why corporations find it difficult to respond to the messages of the marketplace. Cultural lock-in results from the gradual stiffening of the invisible architecture of the corporation, and the ossification of its decision-making abilities, control systems, and mental models. It dampens a company’s ability to innovate or to shed operations with a less-exciting future. Moreover, it signals the corporation’s inexorable decline into inferior performance.”
…
“The heart of the problem is the formation of hidden sets of rules, or mental models, that once formed are extremely difficult to change. Mental models are the core concepts of the corporation, the beliefs and assumptions, the cause-and-effect relationships, the guidelines for interpreting language and signals, the stories repeated within the corporate walls.”
…
““… mental models the “theoretical frameworks that help investors better understand the world.”
.
"Mental models are invisible in the corporation. They are neither explicit nor examined, but they are pervasive. When well crafted, mental models allow management to anticipate the future and solve problems. But once constructed, mental models become self-reinforcing, self-sustaining, and self-limiting. And when mental models are out of sync with reality, they cause management to make forecasting errors and poor decisions. The assumption of continuity, in fact, is precisely the kind of disconnect with reality that leads corporations into flawed forecasting and poor decisions.”
sexta-feira, agosto 22, 2008
Ainda acerca da mudança
Este artigo "Off Cell Phones, Maps and Mental Models: Why Doing What Was Right Is Sometimes Wrong", sobre um livro recentemente saído, deixa umas pistas interessantes sobre por que é difícil mudar uma organização.
.
A história da ilha da Califórnia fez-me lembrar o que sucede em muitas operações de controlo da qualidade, só se repete o teste quando o resultado não é o esperado.
.
Os resultados positivos do passado criam um mapa mental que nos impede de ver a necessidade de mudar.
.
A história da ilha da Califórnia fez-me lembrar o que sucede em muitas operações de controlo da qualidade, só se repete o teste quando o resultado não é o esperado.
.
Os resultados positivos do passado criam um mapa mental que nos impede de ver a necessidade de mudar.
terça-feira, julho 15, 2008
Adaptar-se a mudanças que ocorrem lentamente (parte III)
Continuado daqui.
.
"Over the course of centuries, the Greenland Norse had built an intricate social and economic structure that proved more successful and durable... Their reliance on agriculture over hunting, their top-down political system, the central role of the Church, and trade with Europe had all served them well for generations. As a result, when conditions began to sour, the Greenland Norse responded by innovating within the constraints of their existing systems and structures." (é impossível ler este trecho final e não associar logo a este texto de João Miranda no DN de sábado passado "Medidinhas").
.
Because they could make these changes more rapidly than the rate at which various pressures were increasing, the Greenlad Norse stayed ahead of the need for fundamental restructuring. They had no way of knowing how adverse their conditions would become, what the adaptive limits of their culture and technology were, or when these limits would be reached. Innovating within their system was a perfectly reasonable thing to do. In fact, it worked for a very long time precisely because they were able to outrun nearly imperceptible environmental change.
.
Eventually, however, the limits of their ingenuity were reached and the stresses placed on their society by the slowly changing environment overwhelmed them.
...
In contrast, if everything had collapsed before their last seaworthy vessel had rotted, the outcome might have been very different... Instead, it was the slow erosion of their society over decades, if not centuries, that did them in. The glacial pace of change made the need for a more radical response nearly impossible to see, and ultimately impossible to implement."
.
"Over the course of centuries, the Greenland Norse had built an intricate social and economic structure that proved more successful and durable... Their reliance on agriculture over hunting, their top-down political system, the central role of the Church, and trade with Europe had all served them well for generations. As a result, when conditions began to sour, the Greenland Norse responded by innovating within the constraints of their existing systems and structures." (é impossível ler este trecho final e não associar logo a este texto de João Miranda no DN de sábado passado "Medidinhas").
.
Because they could make these changes more rapidly than the rate at which various pressures were increasing, the Greenlad Norse stayed ahead of the need for fundamental restructuring. They had no way of knowing how adverse their conditions would become, what the adaptive limits of their culture and technology were, or when these limits would be reached. Innovating within their system was a perfectly reasonable thing to do. In fact, it worked for a very long time precisely because they were able to outrun nearly imperceptible environmental change.
.
Eventually, however, the limits of their ingenuity were reached and the stresses placed on their society by the slowly changing environment overwhelmed them.
...
In contrast, if everything had collapsed before their last seaworthy vessel had rotted, the outcome might have been very different... Instead, it was the slow erosion of their society over decades, if not centuries, that did them in. The glacial pace of change made the need for a more radical response nearly impossible to see, and ultimately impossible to implement."
Subscrever:
Mensagens (Atom)
