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:
- 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)
sooner than later, as a Terminator, they will come and shout "I'm back!!!"
