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Advisor(s)
Abstract(s)
Hoje, mais do que nunca, devido à situação de pandemia que o país e o mundo, no geral,
estão a viver, a sociedade e as organizações estão a ver-se obrigadas a mudar e a adaptar-se,
da noite para o dia, a esta nova forma de viver, com a presença de uma pandemia que chegou
sem data prevista para terminar. Muitas foram as pessoas e as empresas que rapidamente se
adaptaram e reinventaram, fazendo de tudo para garantirem a sua permanência no mercado.
Contudo, foram também muitas as pessoas e as organizações que não se conseguiram adaptar
e ajustar a este novo hoje e, por esta mesma razão, estão a passar por uma fase menos boa e
muitas viram-se mesmo obrigadas ou a colocar colaboradores em lay-off, ou mesmo a ter de
fechar as portas.
Esta investigação começou a ser realizada ainda do despoletar desta pandemia, no entanto,
antes dos tempos que hoje se vivem, conceitos como mudança organizacional e
neurociências eram já conhecidos e muito estudados. De dia para dia, estes termos,
juntamente com os de comunicação e liderança têm tido papéis cada vez mais importantes e
impactantes, positivamente, nos líderes, nos colaboradores e nas organizações.
Uma vez que as empresas de hoje estão constantemente a mudar e a inovar, de modo a
poderem continuar ativas no mercado, os líderes e os colaboradores têm de ter uma certa
abertura e o mindset de que, hoje, mudar, inovar, reinventar, adaptar e ajustar são dos
principais verbos para a sobrevivência das organizações atuais. Contudo, por um lado,
muitas não sabem como fazê-lo, muitos líderes não sabem liderar eficazmente os seus
colaboradores, no que toca, neste caso, à aceitação e adoção de uma mudança. Por outro
lado, muitos colaboradores continuam com pouca abertura e recetividade para mudarem o
seu mindset e olharem para as várias mudanças, como algo benéfico para si e para a
organização no seu todo.
Neste sentido, é importante perceber de que forma é que os líderes podem ser ajudados, neste
tipo de contextos, para, posteriormente, poderem ajudar, ao máximo, os seus colaboradores,
garantindo o sucesso da implementação de uma determinada mudança – é, não só, mas
também aqui que as neurociências desempenham um papel fundamental e positivamente
impactante. Deste modo, e com base no quadro acima apresentado, esta investigação
interpretativista tem como principal objetivo explorar a relevância das neurociências e das
suas descobertas mais recentes para o desenho, a implementação e a eficácia das mudanças
organizacionais.
Com a ajuda dos métodos quantitativo e qualitativo, das respostas obtidas através de um
inquérito por questionário, aplicado a colaboradores de diversas empresas, e das entrevistas
realizadas a líderes, a uma neurocientista e a uma coach e psicóloga, foi possível explorar
como é que, pelo menos, estes líderes e colaboradores gerem, a nível individual e coletivo,
a implementação de uma mudança organizacional e como é que esta gestão pode ser feita,
de uma forma mais simples e eficaz, com a ajuda das neurociências.
Os resultados obtidos, através de ambos os métodos, permitiram concluir que as
neurociências – mais concretamente, o conhecimento mais aprofundado do cérebro humano,
por parte do líder e dos seus liderados; uma boa autogestão e autocontrolo emocional; a
existência de uma comunicação transparente e diária; e, ainda, um envolvimento, uma
partilha e uma relação de confiança, cooperação e proximidade – todos estes fatores
contribuem, sem dúvida, para uma melhor implementação de uma mudança organizacional
e, consequentemente, para uma melhor aceitação e adoção desta, por parte de cada
colaborador e, claro, do próprio líder
Today, more than ever, due to the pandemic situation that the country and the world, in general, are experiencing, society and organizations are being forced to change and adapt, overnight. , to this new way of living, with the presence of a pandemic that arrived without an end date. Many people and companies quickly adapted and reinvented themselves, doing everything to ensure their permanence in the market. However, there were also many people and organizations that were unable to adapt and adjust to this new today and, for this same reason, are going through a less good phase and many were even forced or to put employees in lay- off, or even having to close the doors. This investigation began to be carried out even before the start of this pandemic, however, before the times we live today, concepts such as organizational change and neurosciences were already known and studied. From day to day, these terms, together with those of communication and leadership, have played increasingly important and impacting roles, positively, on leaders, employees, and organizations. Since today's companies are constantly changing and innovating, so that they can remain active in the market, leaders and employees must have a certain openness and mindset that today, to change, innovate, reinvent, adapt and adjust are the main verbs for the survival of today's organizations. However, on the one hand, many do not know how to do it, many leaders do not know how to effectively lead their employees, in this case, regarding the acceptance and adoption of a change. On the other hand, many employees remain with little openness and receptivity to change their mindset and look at the various changes, as something beneficial for themselves and the organization as a whole. In this sense, it is important to understand how leaders can be helped, in these types of contexts, so that they can later help their employees to the maximum, ensuring the successful implementation of a given change - it is not only , but also here that neurosciences play a fundamental and positively impacting role. In this way, and based on the frame presented above, this interpretative research has as main objective to explore the relevance of neurosciences and their most recent discoveries for the design, implementation and effectiveness of organizational changes. vi With the help of quantitative and qualitative methods, the answers obtained through a questionnaire survey, applied to employees of different companies, and interviews with leaders, a neuroscientist and a coach and psychologist, it was possible to explore how, at least, these leaders and employees manage, on an individual and collective level, the implementation of organizational change and how this management can be done, in a simpler and more effective way, with the help of neurosciences. The results obtained, using both methods, allowed us to conclude that neurosciences - more specifically, the deeper knowledge of the human brain, on the part of the leader and his followers; good self-management and emotional self-control; the existence of transparent and daily communication; and, also, an involvement, a sharing and a relationship of trust, cooperation and proximity - all these factors undoubtedly contribute to a better implementation of an organizational change and, consequently, to a better acceptance and adoption of this, by each employee and, of course, the leader himself.
Today, more than ever, due to the pandemic situation that the country and the world, in general, are experiencing, society and organizations are being forced to change and adapt, overnight. , to this new way of living, with the presence of a pandemic that arrived without an end date. Many people and companies quickly adapted and reinvented themselves, doing everything to ensure their permanence in the market. However, there were also many people and organizations that were unable to adapt and adjust to this new today and, for this same reason, are going through a less good phase and many were even forced or to put employees in lay- off, or even having to close the doors. This investigation began to be carried out even before the start of this pandemic, however, before the times we live today, concepts such as organizational change and neurosciences were already known and studied. From day to day, these terms, together with those of communication and leadership, have played increasingly important and impacting roles, positively, on leaders, employees, and organizations. Since today's companies are constantly changing and innovating, so that they can remain active in the market, leaders and employees must have a certain openness and mindset that today, to change, innovate, reinvent, adapt and adjust are the main verbs for the survival of today's organizations. However, on the one hand, many do not know how to do it, many leaders do not know how to effectively lead their employees, in this case, regarding the acceptance and adoption of a change. On the other hand, many employees remain with little openness and receptivity to change their mindset and look at the various changes, as something beneficial for themselves and the organization as a whole. In this sense, it is important to understand how leaders can be helped, in these types of contexts, so that they can later help their employees to the maximum, ensuring the successful implementation of a given change - it is not only , but also here that neurosciences play a fundamental and positively impacting role. In this way, and based on the frame presented above, this interpretative research has as main objective to explore the relevance of neurosciences and their most recent discoveries for the design, implementation and effectiveness of organizational changes. vi With the help of quantitative and qualitative methods, the answers obtained through a questionnaire survey, applied to employees of different companies, and interviews with leaders, a neuroscientist and a coach and psychologist, it was possible to explore how, at least, these leaders and employees manage, on an individual and collective level, the implementation of organizational change and how this management can be done, in a simpler and more effective way, with the help of neurosciences. The results obtained, using both methods, allowed us to conclude that neurosciences - more specifically, the deeper knowledge of the human brain, on the part of the leader and his followers; good self-management and emotional self-control; the existence of transparent and daily communication; and, also, an involvement, a sharing and a relationship of trust, cooperation and proximity - all these factors undoubtedly contribute to a better implementation of an organizational change and, consequently, to a better acceptance and adoption of this, by each employee and, of course, the leader himself.
Description
Keywords
Comunicação Liderança Mudança organizacional Líder Liderados Cérebro Inteligência emocional e neurociências Communication Leadership Organizational change Leader Followers Brain Emotional intelligence and neuroscience