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Aqui estao 10 exemplos de cultura organizacional de grandes empresas, sendo que uma delas é o caso da Apple apresentado no tema : O que além de liderança, comunicação e treinamento , para a cultura organizacional forte

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10 exemplos de cultura organizacional de grandes empresas

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Coca-Cola, Natura, Google e muitos outros exemplos de cultura organizacional para você se inspirar! Confira neste artigo.

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O que além de Liderança, Comunição e Treinamento para a Cultura Organizacional _19/set/23_(por  Juliana Zan e Marcio Prado) 

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O que além de Liderança, Comunição e Treinamento para a Cultura Organizacional _19/set/23_(por  Juliana Zan e Marcio Prado) 

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O que além de Liderança, Comunição e Treinamento para a Cultura Organizacional (Grupo 6: Juliana Zan e Marcio Prado)

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ABRH. 19set23_ O que mais além de Comunicacao, Treinamento e Liderança v2

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https://blog.hubspot.com/marketing/change-management

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We're reminded daily about how change is coming, and to succeed in business, we must remain agile. That all makes sense in theory, but in practical application, to change how you operate or serve customers is no small feat.

At IMPACT, we've gone through quite a bit of change, going from a small core team to a good-sized agency. After struggling to implement a change to our client onboarding process, we decided to take a step back and re-evaluate our approach to change management.

Below, I'll share with you the key change management models and tools we reviewed, and how you can avoid becoming another statistic.

Why is change management important?

A 2019 Gartner study revealed that most chief human resources officers are unhappy with the speed of change implementation in their organizations.

Why is that? Well, 80% of companies manage change from the top-down, according to the study. With this approach, leadership makes the calls, creates the plan, and sends instructions for company-wide rollout.

While it may seem like the quickest way to implement change, it's not the best solution in the long term.

Many times, leadership blames employees for unsuccessful changes. However, the data suggests that most employees possess the skills and willingness to undergo organizational changes.

The issue lies in deciding who is part of the strategizing, decision-making, and implementation part of change management.

Today, companies are much more complex and for changes to be effective, they require more input across the organization. In other words, change management should be inclusive.

Change is constant, and developing a model that works for your business is the best way you can manage the people-side of change and set everyone up for success.

4 Common Change Management Models

1. Kurt Lewin's Unfreeze-Change-Refreeze Model

Picture an ice cube.

Kurt Lewin's Unfreeze-Change-Refreeze model is exactly what it sounds like.

In the unfreeze stage, you are essentially breaking down the current way of doing business and noting what needs to change. It's crucial in this stage to obtain two-way feedback of what needs to change (vs. solely top-down).

After noting and communicating the need for change, gather the key stakeholders necessary to proactively implement what needs to be done.

Once everyone has bought in, "re-freeze" to institutionalize the change.

In our experience, this model focuses more on process than people. If you have a smaller team, this could be a good option.

2. The ADKAR® Model of Change

The ADKAR® model breaks down the human side of managing change.

The idea is you should work through each letter of the acronym, focusing heavily on the individuals within your company.

Awareness. Here, the goal is to learn the business reasons for change. At the end of this stage, everyone should be on board.

Desire. This focuses on getting everyone engaged and willingly participating in the change. Once you have full buy-in, the next stage is measuring if the individuals in your company want to help and become part of the process.

Knowledge. In this stage, you're working toward understanding how to change. This can come in the form of formal training or simple one-on-one coaching so those affected by the change feel prepared to handle it.

Ability. Next, you must focus on how to implement the change at the required performance level. Knowing the required job skills is only the beginning - the people involved need to be supported in the early stages to ensure they can incorporate change.

Reinforcement. Lastly, you need to sustain the change. This final step is often the most missed. An organization needs to continually reinforce change to avoid employees from reverting back to the old way of doing things.

Unlike Lewin's model, this focuses on the people-side of the stage. We like its idea of using reinforcement to make your changes stick and this model takes it a step further.

It's a good approach to consider if you have a larger team or a more complex problem you're trying to solve.

3. Kotter's 8-Step Model of Change

In his 1995 book, Leading Change, Harvard Business School Professor John Kotter, lays out eight stages all companies must go through to see effective change management.

1. Create urgency through open dialogue that leads others in the organization to want the change as much as you.

2. Form a powerful coalition of change agents in your organization. This can go beyond leadership.

3. Create a vision for change to reinforce the why behind it and the strategy to achieve the end result.

4. Communicate the vision regularly to ease team anxiety and reinforce the "why."

5. Remove obstacles to pave the way for the needed changes to happen.

6. Create short-term wins to keep up morale and show the team you're moving in the right direction.

7. Build on the change by analyzing what went well and didn't go so well in your quick wins to keep pushing to the desired end result.

8. Anchor the changes in corporate culture as a standard operating procedure, reinforce why change is necessary, and embrace it as part of your company culture.

If you have a more agile team, this model's iterative process syncs nicely with the agile methodology.

4. Kim Scott's Get Stuff Done Model

OK, so maybe this one isn't as common yet, but it soon will be, so you might as well get ahead of the curve.

Kim Scott outlines the GSD model in her bestselling book, Radical Candor, the following process:

1. Listen: Listen to your team's ideas and create a culture where they listen to each other.

2. Clarify: Make sure these ideas aren't crushed before everyone has a chance to understand their potential usefulness.

3. Debate: Create an environment where it's OK to critique, debate, and improve ideas.

4. Decide: Select the idea that will best solve the issue.

5. Persuade: Since not everyone was involved in the listen-clarify-debate-decide stages, you have to effectively communicate why it was decided and why it's a good idea.

6. Execute: Implement the idea.

7. Learn: Learn from the results, whether or not you did the right thing, and start the whole process over again.

We included this in our mix at IMPACT because of how much it focuses on obtaining ideas from the frontline. People buy into what they help create and Kim Scott's GSD model provides a framework to make that happen.

There are many more models out there for change management and if you're anything like us at IMPACT, you may take away something valuable from each model and find a combination that works best for your company.

Below is a real example of how my team approached a major change and the steps we took to ensure everyone was moving in the same direction.

1. Determine what needs to change and craft the message.

Over the course of three months, IMPACT completely restructured the agency-side of our organization. In March, our agency team looked like this:

This structure worked for us before, but as we came into a new year with an even larger team, our quarterly team survey results told us a different story.

For the first time in several years, not everyone could see their future at IMPACT.

Some had no idea what was going on or why certain decisions had been made. And what stung the most is we had a few happiness scores below seven, which we haven't had since 2015.

In our February leadership team meeting, we debated for hours why some in the company were feeling this way.

After several ideas, we all determined one area we should focus on was our structure.

We were setting our managers up for failure with competing responsibilities. In doing so, we made it extremely difficult for them to effectively communicate with their teams, coach them in their careers, and ensure they could see their future at IMPACT.

The ones who did better in this area suffered in others, like client results and retention.

It was a huge issue that needed to be solved immediately.

This leadership team meeting was the beginning of step 1 in our change management plan: Determine what needs to change and craft the message.

In our monthly all-hands meeting following that leadership team meeting, our CEO Bob Ruffolo explained the "why" behind our decision.

He explained the survey results, our thought process, and everything that led to the conversation.

Then, he explained that we had outgrown our current structure, placing too much responsibility on our current managers. We inadvertently set up our teams to fail and that wasn't OK.

To improve this situation, we needed to create a structure that scales.

Planting the seed for a change is just the first step. After this meeting, we knew there would be fear and confusion, so we got to work on step two.

2. Identify your stakeholders and how to manage them.

We knew that a complete structure change would not go well if it was strictly a top-down initiative. We needed help and a core coalition to get it off the ground.

However, not every single person would need to know every single detail of what was going on.

While all teams were involved, most were focused on how they would personally be affected in their day-to-day responsibilities and cross-functional work.

To keep communication clear and ensure everyone a chance to enact Kim Scott's debate stage, we had to identify stakeholders across the agency team.

In this case, our stakeholders were the team managers. We were essentially changing their job responsibility, so it was essential to include them in the conversation.

Although we created a committee of stakeholders, what we failed to do was take our communication a step further by managing the other agency team members more closely.

The matrix below outlines a way to segment your team and your communication with each segment so you can better communicate across the board.

We only had our managers involved, and we updated the rest of the team all at once in our monthly all-hands. Next time, we will definitely create a strong communication plan based on this matrix.

Once we identified our key stakeholders, we met with each one and some of their teams to get their feedback, pushback, concerns, and ideas about the structure change.

In full transparency, not all these meetings were fun.

There was high emotion and rigorous debate. However, we had not zeroed in on our exact plan at this point. So, they helped us understand the team's concerns and ideate on the best way to structure for scale - together.

3. Systematically communicate.

This is an area we got wrong.

In step one, we announced at a company meeting a pretty earth-shattering idea. Our managers felt blindsided and not all the team members were convinced a structure change was needed.

We learned the hard way that surprising people in a company meeting was not the way to go.

Our intention was to be transparent about what was discussed in our leadership team meeting, but there was definitely a better way to do that.

After identifying key stakeholders, this is the path we believe is the best for disseminating information:

Managers can communicate to their own teams in a style that they know will resonate and create shared understanding. They can also help identify issues and concerns so we can all co-create a solution.

This eliminates groupthink and reduces the timeline to extinguish fear.

Although our path was a little messier here, once we received all team feedback, we all agreed to what our new agency structure should be:

Then, we moved on to step four.

4. Get organized with incremental steps.

At this stage, everyone knew a change was coming, but no one knew how we were going to make it happen.

This was the time to get organized and get buy-in on the "how" of change management.

Now that we knew what our new structure would be, we developed a project plan with the incremental steps to get us there by the end of the quarter.

We created a video explaining the structure and project plan for all teams to review in their weekly meetings.

Our managers and key stakeholders were involved and accountable for different parts of the plan, and in our all-hands meetings, we updated on the progress of the plan so everyone could stay informed.

In our plan, we also mapped out some "quick wins" in the first month so the team could feel major progress was happening.

In our case, this was selecting new team managers for the teams whose principal strategists moved over to another team.

We interviewed internally and selected our new managers within three weeks of rolling out our initiative. This was exciting for our new managers and the team to see we were already making huge steps.

5. Equip your managers to handle teams' emotional responses to change.

It's great to have good communication and a solid plan but at the end of the day, change is hard.

Everyone responds in their own way. What would have been helpful is knowing this concept of The Change Curve.

After our initial all-hands meeting, we had people all over the curve. We then, in essence, said, " Managers, figure it out!"

As we went through the process, we learned another lesson the hard way: We needed to adapt our communication and management style for each individual based on how they were responding to change.

The graphic below illustrates a concept by Expert Program Management, which shows how to change your response along The Change Curve to gain buy-in sooner and give better coaching to your managers.

By meeting team members where they are at, our managers could adapt their communication style to coach each team member through the process, allowing for a more personalized, effective transition.

Keep in mind that this isn't just advice for managers. Our teams operate in Scrum, and in their team retrospectives, a shared understanding of this tool could have facilitated stronger conversations and better problem-solving.

6. Manage by OKRs.

To stay focused throughout the quarter, we created an objective and corresponding key results (OKRs) for our structure change.

The objective was essentially "Make the structure change happen" and we measured by tracking the milestones from our project plan.

In every all-hands meeting, we updated the team on our efforts using a percentage chart so they could visualize our progress.

This was also a time for those working directly on the project plan to celebrate and give themselves a pat on the back. There was a ton of work involved, and they deserved to be recognized for crushing it.

By breaking down exactly what needed to happen, we were able to keep the team focused and motivated to reach our goal.

7. Continue to prioritize communication.

As I mentioned in step one, discussing the idea is seriously only the first step. To keep everyone motivated, organized, and informed, we had to communicate a lot.

We focused on three types of communication: motivational, informational, and two-way:

Our motivational communication often came from our CEO to reinforce the "why" behind this major change.

Informational communication came from updates on our OKRs in our all-hands meetings, as well as one-off videos from the team working on the project plan to update on progress.

Two-way communication was (and is) arguably the most important one. We started off slow in this area, but after getting feedback in our Q2 team survey and from people on the team, we doubled down on this much more in the last month of the transition.

A regular cadence of two-way communication means your team understands what's being shared, but you also learn and address if there's underlying dissent or miscommunication.

Although I put this as the last step, it's the most crucial.

Communication must happen throughout your entire initiative or you'll risk falling short and potentially damaging company morale in the process.

If you focus on the three types of communication above, you will reach your goals faster with a happier team to boot.

Why is change management important?

There is rarely a beginning and a clear-cut end like the more traditional models. I'm sure we'll discover more tweaks we need to get our structure right, and that's OK.

As a leader, you can choose a model, or a mix of models like what we do at IMPACT, to help organize effective, lasting change in your organization.

By incorporating your team via the communication methods outlined above, you can empower and enable your team to take action - and have pride in the change they helped make.
Editor's Note: This post was originally published in November 2018 and has been updated for comprehensiveness.

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The Leader's Guide to Effective Change Management

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Having trouble implementing changes in your org? Read one brand's experience & discover the models and strategies you can use to create change.

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https://blog.walkingthetalk.com/pt-br/is-your-culture-supporting-or-hindering-digital-transformation?utm_campaign=Brazil%20Newsletter&utm_medium=email&_hsmi=252844159&_hsenc=p2ANqtz-9mK5V9f5X_N5utyh5qcaKjEK03TcI_5cV7169qJ3c_0YwQKG2Xiy0wxG_1lZdhddEWy6x0wLASsHnm8_khbFTgBRJchg&utm_content=252844159&utm_source=hs_email

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Sua cultura está atrapalhando a transformação digital?

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Para uma transformação digital de sucesso, as empresas precisam de atributos culturais que não são facilmente achados em organizações grandes e complexas.

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https://blog.walkingthetalk.com/pt-br/interacao-entre-os-papeis-impacta-a-confianca-e-a-cultura?utm_campaign=Brazil%20Newsletter&utm_medium=email&_hsmi=252844159&_hsenc=p2ANqtz--cIEGcFw9ohIQMmeSpiGZHUkyeRiRewwGI7Y-SmBwZzkRJNnSRW0lyA797kO7mLa7tQuQa5UsxwQL9AoOAHr_Oc9Z9LQ&utm_content=252844159&utm_source=hs_email

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Qual papel você desempenha em sua organização ou no ecossistema do qual você faz parte? Você está na linha de frente de atendimento ao cliente? Ou atua no marketing do produto projetando as estratégias? Ou talvez tenha uma função de suporte como RH, finanças ou jurídico?

Existe uma dinâmica entre cada um desses papéis, padrões de comportamento e crenças que uns têm sobre os outros que levam à desconfiança entre eles. E se você não for cuidadoso, essa desconfiança pode se arraigar na cultura da sua organização.

Muitas vezes ouvimos falar de conflitos e desconfiança entre funções, matriz e filiais, vendas e marketing etc. A questão é que sempre que existem interdependências entre diferentes setores, iremos depender de outras pessoas sobre as quais não temos autoridade.

E é muito comum olharmos para o que essas pessoas estão fazendo e pensarmos "eu poderia fazer muito melhor". Podemos achar que eles não estão ouvindo o que precisamos ou, pior ainda, que são incompetentes ou estúpidos. E então, se pudermos, tiraremos o trabalho da responsabilidade dos outros ou ignoraremos o que eles estão fazendo para agirmos nós mesmos, do nosso jeito. E isso representa um retrabalho que custa à organização.

Mas o poder e a eficácia de uma equipe reside em saber como desempenhar os respectivos papéis e ser capaz de apoiar as ideias dos demais para que sejam bem-sucedidas. Quando acreditamos que as atividades que forem realizadas pelas pessoas cuja função é realizar essa tarefa com o maior sucesso possível, damos o primeiro passo para construir a confiança necessária para a organização ter um desempenho muito melhor.

Portanto, em vez de prender às suas próprias ideias, que tal estar aberto a pegar aquelas que lhe foram dadas e trabalhar para torná-las ainda melhores do que eram antes? Quando você desempenha seu papel da melhor forma, você ajuda os outros a serem tão bem-sucedidos quanto possível.

A seguir, apresentamos quatro passos práticos para ajudar a construir confiança na sua organização:

1. Esclareça quais são o seu papel e a sua responsabilidade e quais são os das outras pessoas.

2. Confie naqueles que desempenham essas funções para fazer seu trabalho e não tente fazer isso por eles.

3. Tenha como princípio tentar tornar melhor tudo o que receber pela forma como irá executar a tarefa. Ajude os outros a terem sucesso.

4. Se você estiver preocupado com a capacidade dos outros de desempenhar suas funções, aborde isso separadamente através do seu chefe ou qualquer canal que preferir, mas não use isso como motivo para sabotar o trabalho dos colegas.

Esse guia é um exercício constante e você pode levar meses para conseguir implementá-lo. Mas certamente irá ajudá-lo a contruir uma cultura de confiança em sua empresa: esclareça o papel; confie em quem faz isso para fazer seu trabalho; pegue tudo o que você faz e torne melhor; e se você tiver dúvidas, trate-as separadamente.

Este artigo foi baseado no episódio 45 "Supporting roles - it's time to rethink team collaboration - Trust series" do podcast Walking your Talk, de Carolyn Taylor (disponível em inglês).

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A interação entre os papéis impacta a confiança e a cultura

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Acreditar no potencial das pessoas é o primeiro passo para construir a confiança necessária para a organização ter um desempenho muito melhor.

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https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/getting-personal-about-change

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A surefire way to shoot yourself in the foot when you're leading a large-scale change effort is to ignore what's on the minds of your employees. In research we conducted for our recently published book, Beyond Performance 2.0 (John Wiley & Sons, July 2019), we found that executives at exactly zero companies that disregarded an analysis of employee mind-sets during a change program rated the transformation as "extremely successful." Conversely, executives at companies that took the time and trouble to address mind-sets were four times more likely than those that didn't to rate their change programs as at least "successful."

Executives at companies that took the time and trouble to address mind-sets were four times more likely than those that didn't to rate their change programs as at least "successful."

Those numbers reflect the power of mind-set shifts. In human systems, they help to achieve the same effect as the transformation of a caterpillar into a butterfly or a tadpole into a frog: when employees become open to new ways of looking at what's possible for them and their organization, they can never return to a state of not having that broader perspective, just as butterflies and frogs can't revert to their previous physical forms. To achieve such a metamorphosis, leaders must first identify the limiting mind-sets, then reframe them appropriately, and finally make sure that employees don't revert to earlier forms of behavior. In this article, we take readers through the process to shift mind-sets, with a particular emphasis on why the final stage is so important and so difficult.

Identify the root causes of behavior that helps or hinders

The story of the Manchester Shoe Company, told by Benjamin Zander in his book The Art of Possibility, neatly encapsulates the significance of a positive mind-set. In the early 1900s, inspired by a desire to enter a faraway market, two traveling salesmen were sent as a beachhead into the region. A few days later, two telegraphs came back independently. One said, "Situation horrible. They don't wear shoes!" The other said, "Glorious opportunity; they don't have any shoes yet!" Imagine what would have happened if the company had acted only on the first message.

Now consider Gary Hamel and C. K. Prahalad's management fable of four monkeys sitting in a cage staring at a bunch of bananas accessible only by steps hanging from the roof. Whenever the monkeys try to climb the steps to reach the bananas, a blast of cold water blocks them. After a few days, realizing there's no point in trying to get the "forbidden fruit," they naturally give up. Some humans in the room then remove the water hose and, at the same time, replace one of the original monkeys with a new one. On seeing the bananas, it starts up the steps, but the other simians, being social creatures, pull it down before it gets blasted by water. The new monkey is startled, looks around, and tries repeatedly to scale the ladder, only to be repeatedly pulled back. Finally, the new monkey accepts the group code of conduct and doesn't bother to go for the bananas.

Over the next few weeks, the onlookers remove the rest of the original monkeys, one at a time, and replace them with new monkeys that have never seen the water. By the end of the experiment, with perfectly ripe bananas sitting on the platform above, and monkeys that have never seen a jet of water, none of the animals tries to climb the steps. They've all learned the unwritten rule: "you don't grab the bananas around here."

Mind-sets ingrained by past management practices remain ingrained far beyond the existence of the practices that formed them, even when new management practices have been put in place.

Hamel and Prahalad created this story not to represent any actual findings from the field of primatology but instead as a potent and memorable way to demonstrate a wider truth about organizational life-namely, that mind-sets ingrained by past management practices remain ingrained far beyond the existence of the practices that formed them, even when new management practices have been put in place.

Here are three business examples that underscore the perils of ignoring this lesson. Example one: a bank that identified how its high performers succeeded in cross-selling decided to roll out a change program with support scripts and good profiling questions for the other bankers to use-and was dismayed to find that these moves had a negligible impact on sales. A second example: a telco introduced a dramatically simplified process and rating system for performance reviews only to find that its leaders still avoided delivering tough messages. Finally: a manufacturer invested hundreds of millions in a knowledge-management technology platform meant to discourage hoarding and encourage collaboration-only to declare, several months later, that the system had been a complete failure.

In all these examples, the companies did a good job of recognizing the behavioral change needed to achieve the desired goals. Yet they didn't take the time, or use the tools available, to understand why smart, hard-working, and well-intentioned employees continued to behave as before (see sidebar, "Uncovering unconscious mind-sets").

At the bank, for instance, two seemingly good but ultimately performance-limiting mind-sets accounted for the failure of the new sales-stimulation tools and training. The first was "my job is to give the customers what they want"; the second, "I should follow the Golden Rule and treat my customers as I would like to be treated." At the telco, employees had a deep-seated, reasonable-sounding belief that "criticism damages relationships." At the manufacturing company, people had an underlying conviction that "around here, information is power, and good leaders are powerful leaders."

The upshot? By looking at-and acting on-only observable behavior, company leaders overlooked its underlying root causes. Consequently, the change efforts of all three organizations led to disappointment.

Reframe the root causes

Once the root-cause mind-sets are identified, the next step is to reframe those beliefs and thereby expand the range of reasonable behavioral choices employees make, day in and day out. That creates the caterpillar-to-butterfly effect described earlier. Would different beliefs, for example, have inspired expanded and better-informed behavioral choices for average-performing bankers? If so, which beliefs? Suppose they believed that their job-indeed, the way they add value for others-was to "help customers fully understand their needs" rather than "giving customers what they want." Also, what if instead of applying the "Golden Rule," bankers applied the "Platinum Rule": treating others as they (rather than bankers) want to be treated.

And what if the telco executives, in their performance-management discussions, had believed that "honesty-combined with respect-doesn't damage relationships; in fact, it is essential to building strong ones"? And what if the manufacturing managers had thought that "sharing information rather than hoarding is the best way to magnify power"? Had they believed that, the company very likely wouldn't have needed an expensive (and ultimately futile) knowledge-management system to help employees reach out to one another and share best practices.

Beneath each of the reframes described above, it's important to note, lies a deeper shift in worldview. For example, moving from the giving-customers-what-they-want mind-set to helping them fully understand what they really need reflects a move from subordinate to peer. Recognizing that honesty builds rather than destroys relationships reflects a shift from victimhood to mastery. And choosing to believe that power is expanded by sharing information, not that hoarding information is power, focuses on abundance, not scarcity.

Changing to the learner mindset-"winning means learning more and faster than others"-prompted employees to look for best practices in competitors and beyond.

The best examples of naming and reframing are not only profound (using practical, relatable terms that reflect these deeper changes in worldview) but also insightful (raising the subconscious to consciousness in ways that expand possibility), memorable (so issues can easily be raised and discussed in day-to-day work), and meaningful (specific to the organization and evoking a "that's so us!" response).

In this way, a retailer found it vital to shift from "listening and responding" (a reactive mind-set) to "anticipating and shaping" (a proactive one), and an engineering company that wanted to improve the way it captured external ideas found that it was consistently overoptimistic about results and underestimated its competitors. This company came to realize that these shortcomings were driven by a "winning means being peerless" (expert) mind-set, which led to increasingly insular behavior. Changing to the learner mind-set-"winning means learning more and faster than others"-prompted employees to look for best practices in competitors and beyond.

Human-health analogies reinforce the message of business examples. Consider the predicament of people with heart disease. Years of research have shown that most cardiac patients live considerably longer if they cut out smoking and drinking, eat less fat, reduce their stress levels, and exercise regularly. Indeed, many patients make a real effort to do so. Yet study after study has shown that 90 percent of people who have undergone surgery for heart disease revert to unhealthy behavior within two years.

Dean Ornish, a professor of medicine at the University of California at San Francisco and founder of the Preventive Medicine Research Institute, decided to reframe the underlying mind-set beneath the patients' narratives. He wanted to change it from "If I behave this way, I won't die" (fear driven) to "If I behave this way, my life will be filled with joy" (hope driven). In his words, "Telling people who are lonely and depressed that they're going to live longer if they quit smoking or change their diet and lifestyle is not that motivating. Who wants to live longer when you're in chronic emotional pain?" How much better would they feel, he thought, if they could enjoy the pleasures of daily life without suffering any pain or discomfort? In his experiment, 77 percent of his patients managed to make permanent changes in their lifestyles, compared with a normal success rate of 10 percent.

Make the change personal

Reframing the root causes of mind-sets that block change is a critical step in the right direction and can sometimes create the desired shift in behavior on its own. At the aforementioned bank, for example, once employees were exposed to the Platinum Rule, they could immediately see how much more productive following it would be. They simply had never previously thought about the impact on customers of the way bankers had been relating to them.

More often than not, however, employees struggle to change their behavior for reasons that are more emotional than intellectual. The single biggest barrier to rapid personal change, after all, is our propensity as leaders to say, "Yes, that's the problem and the shift we need. If only others would change how they think and behave, we would make more progress."

At one company we know, for example, leaders were asked to estimate how much time they spent tiptoeing around other people's egos: making others feel that "my idea is yours," for instance, or taking care not to tread on someone else's turf. Most said 20 to 30 percent. Then they were asked how much time they spent tiptoeing around their own egos. Most were silent. Psychology explains this dynamic as a very predictable, and very human, "self-serving bias." It involves viewing our own actions favorably and interpreting events in a way beneficial to ourselves. This explains why 25 percent of students rate themselves in the top 1 percent in their ability to get along with others. It's why, when couples are asked to estimate their contribution to household work, the combined total routinely exceeds 100 percent.

The single biggest barrier to rapid personal change is our propensity as leaders to say, "Yes, that's the problem and the shift we need. If only others would change how they think and behave, we would make more progress."

In many behavior-related areas, we human beings consistently overestimate how much we are part of the solution, not the problem, and role modeling change is one of these areas. On average, when leaders are asked if they "role model desired behavior changes," a full 86 percent report that they do. When the same question is put to people who report to these leaders, it receives only a 53 percent average positive response.

How best, then, to overcome this bias and help leaders and employees commit to changing themselves? Our own journey has led us to the deep conviction that offsite, workshop-based learning journeys of small groups of 20 to 30 employees are the most powerful intervention. These are typically centered on in-person working sessions, over two days, led by facilitators experienced in the principles of adult learning and knowledgeable in techniques developed in the field of human potential. The workshop methodology is grounded in the "U-process"-a social technology developed during a ten-year partnership between Generon International, Otto Scharmer and Peter Senge from the Massachusetts Institute of Technology, and the Society for Organizational Learning. The U-process has three phases:

Sensing. This typically involves a senior leader who has already been through the workshop and shares the company's change story, describes her or his own personal change journey, and answers questions from participants.

Presencing. This involves participants exploring their personal "iceberg" of behavior. It includes working through modular, discussion-based content and questions that equip leaders to achieve new levels of self-awareness and self-control. "Where and why do I act out of fear rather than hope? Scarcity rather than abundance? Victimhood rather than mastery? And what would be the result if I made different choices?"

Realizing. In this phase, participants make explicit, public choices about personal mind-sets and behavioral shifts; identify "sustaining practices" that will help them act on their insights; and reflect on how they will engage their personal networks for the challenges and support they will need during the rest of their personal change journey.

Following these workshops, small groups typically convene to offer peer accountability and advice. After a number of weeks, there is a further facilitated session to take stock of changes in behavior.

We acknowledge that this approach will sound unduly "soft" to some. But we've seen it have a transformational impact on everyone from Dutch engineers to American investment bankers to Middle Eastern government officials to employees of South Korean conglomerates. While some organizations put all their employees through such a workshop, they can achieve most of the impact through a critical mass of people leaders, which the field of epidemiology has shown to be, typically, 25 to 30 percent of the total. In these cases, all leaders eventually shed the "if only they would change" mentality and replace it with a profound sense of "if it's to be, it's up to me."

Not every successful change program we have seen uses these techniques, but in our experience every change program that used them (in the context of other recommended interventions) has been successful, and in time frames far faster than most leaders had expected. The effect can be particularly positive when organizations grapple with how to thaw what's often referred to as "the frozen middle"-a change-resistant layer of middle managers.

Reshape the work environment

Victor Frankl was an Auschwitz survivor whose seminal book, Man's Search for Meaning, has long challenged and inspired readers across academic and professional disciplines. He summed up, in a compelling way, the full picture of what it takes to achieve caterpillar-to-butterfly-like personal change when he wrote: "Between stimulus and response there is a space. In that space is our power to choose our response." We find it helpful to use a shorthand version of Frankl's idea: S (stimulus) + T (how you choose to think about the stimulus) = R (response).

The S in this equation is vital for the aforementioned work on the T to fully take hold: after all, as the story of the monkeys illustrates, the work environment is a particularly powerful shaper of employee mind-sets and behavior, albeit a relatively slow-acting one. Nonetheless, if employees come out of workshops committed to change but find themselves back in the very same work environment that had ingrained their original mind-sets, it's far less likely that the new mind-sets will become truly personal-or permanent.

By way of analogy, imagine that you go to the opera on Saturday and to a sporting event on Sunday. At the climax of the opera, the very best part, you sit silent and rapt in concentration. You and the rest of the audience then offer a genteel clap. At the climax of the sporting event, also the very best part, you leap to your feet, yelling and waving and jumping up and down. You haven't changed; you are the same person with the same feelings, values, and needs. But your context has changed, and so has your mind-set about the behavior that is appropriate for expressing appreciation and enjoyment-and therefore the behavior you choose to exhibit and the practices you choose to participate in.

When it comes to changing the stimulus (the S)-the work environment-employees are exposed to, we find that the four levers in McKinsey's "influence model" offer the most practical and proven guide (exhibit). Our research and experience demonstrate that changes in thinking and behaving will be significant and sustained if leaders and employees see clear communications and rituals (the understanding and conviction lever); if supporting incentives, structures, processes, and systems are in place (the formal-mechanisms lever); if training and development opportunities are combined with sound talent decisions (the confidence and skills lever); and if senior leaders and influence leaders allow others to take their cues from the leaders' own behavior (the role-modeling lever).

Many leaders wonder which of the four levers is the most important. Evidence shows that they all matter, with minor statistical variations in degree, and that people do not have to experience them in any particular order-the key is to ensure that all of them are experienced consistently. Communicating to employees that you want them to adopt sports-stadium mind-sets, practices, and behavior is no use if your evaluation systems, and the leadership moves that employees see, are those of the opera house. If you want people to think like sports fans, you must create a stadium environment that encourages and enables them to think and act differently.

We've discussed the importance and value of both the stimulus (the S) and the thinking (the T) separately, but in reality they are profoundly linked. One person's mind-sets (the T) drive that person's behavior (the R), which becomes the role-modeling part of the S for those who interact with this person-a testament to the importance of starting changes in the T at the top.

It's no accident that we've used a lot of stories in this article. Storytelling is powerful: it goes beyond facts and figures to stimulate and shape mind-sets. Thinking in terms of stories is also a helpful reminder that change is ultimately personal, as every story is open to individual interpretation and individual meaning. Along the same lines, if you want to lead change, you must take on both the contextual and personal dimensions. Mastering them is a challenge but also can be incredibly rewarding-not just for the organizations and people you're trying to lead but also for you as a leader and, ultimately, as a person.

This article is adapted from the authors' new book, Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change (John Wiley & Sons, July 2019).

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The key to successful change management is shifting mind-sets. The key lies in making the shift both individual and institutional-at the same time.

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https://www.linkedin.com/posts/marciofprado_a-gest%C3%A3o-de-mudan%C3%A7a-%C3%A9-um-tema-fascinante-activity-7084499836841910273-xNjY?utm_source=share&utm_medium=member_desktop

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A gestão de mudança é um tema fascinante que tem evoluído ao longo do tempo com contribuições significativas de diversos pensadores. Desde o modelo de 3 fases de Kurt Lewin, surgido na década de 30, até a aplicação atual de ONA (Análise de Redes Organizacionais) para a gestão de mudança, esse campo tem sido enriquecido com ideias inovadoras. A linha do tempo abaixo destaca várias contribuições importantes na gestão de mudança, refletindo a evolução do pensamento gerencial nesse campo dinâmico. Essas contribuições têm proporcionado uma compreensão mais abrangente e aprimorada sobre como lidar efetivamente com a mudança organizacional.

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Marcio Prado no LinkedIn: A gestão de mudança é um tema fascinante que tem evoluído ao longo do...

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A gestão de mudança é um tema fascinante que tem evoluído ao longo do tempo com contribuições significativas de diversos pensadores. Desde o modelo de 3 fases...

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https://www.forbes.com/sites/forbescoachescouncil/2020/01/02/how-to-shift-mindsets-to-help-you-manage-change/?sh=3a429f30565b

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A new normal in the business world is that organizations need to change to survive. In "How To Lead Change: 3 Simple Steps," Mike Myatt wrote, " The need for change exists in every organization. If your organization doesn't innovate and change in accordance with market-driven needs and demands it will fail - it's just that simple." It is also well understood that organizations don't change; people do.

In his article, Myatt described the four typical responses to change - The Victim, The Neutral Bystander, The Critic and The Advocate - and why it's important to involve and communicate well with each of these constituents. But changing people is hard. This is why such a large percentage of corporate change efforts fail. Employees and managers alike have to choose to change and adapt; they can't be forced. The same thing goes for motivation.

Most companies acknowledge that change is now a strategic imperative. Why we need to change is well understood, and what to change into is solved by redefining vision and strategy. However, it's how to change that remains a challenge for most organizations and their employees. For every individual, our inner game drives our outer game, so our choice to become a victim or an advocate comes from within. It's guided by our inner beliefs, assumptions and biases about how the world operates. It's about our mindset. Our mindset can define our character and decide the course of our life. So, the better question is: What are the mindsets that we need to develop in order to embrace and implement organizational change?
Growth Vs. Fixed
The first mindset that will help create an advocate view rather than a victim view is a growth mindset (as opposed to a fixed mindset). This concept comes from the brilliance of Carol Dweck and her book, Mindset: The New Psychology of Success. With a fixed mindset, we often avoid challenges, give up easily, see no point in making an effort, ignore useful feedback (especially when it's negative) and feel threatened by other people's success. With a growth mindset, there's a desire to learn. We embrace challenges as opportunities, persevere through setbacks, view effort as the key to success, seek out constructive criticism and feel inspired by the success of others.
Abundance Vs. Scarcity
This mindset is similar to optimism vs. pessimism or positive vs. negative. A mindset of abundance comes from a place of love, whereas a mindset of scarcity comes from a place of fear. If you have a mindset of abundance, you see limitless possibilities in life and can see the positive side of any situation and focus on what is working well. With a scarcity mindset, there is a focus on the negative aspects of life, being a victim to whatever happens, and a view that there is never enough time, money, resources, friendships, etc.
Learning Vs. Judging
A mindset of asking and listening (compared to knowing and telling) is a mindset of learning. It's a mind that is open to others' perspectives. In her book, Change Your Questions Change Your Life, Marilee Adams describes how "Question Thinking" can transform your life and leadership. By choosing to ask and learn rather than immediately judge a situation or person, we can achieve amazing results. We all tend to have a group of saboteurs in our patterns of thought, the master of which is "The Judge." We can quickly jump to judgment; however, even if we do, we can catch ourselves and choose a learning path instead.

As you can see, these mindset comparisons converge and overlap, and the important thing is to consider exactly how to shift your mindset from one to the other. Here are two techniques to help you do just that.
Notice Your Thoughts
The first step is to pay attention to your thinking. We tend to live through each day on autopilot, reacting to people and situations automatically. Noticing exactly what we are thinking about in any given moment is a huge step toward choosing a different mindset. Start practicing this by noticing where your thoughts are when you are listening to someone else. Where are you placing your attention? Is it on what they are saying and what they mean, or are you just thinking about what to say next? By noticing your own thoughts, you have taken a huge step into greater self-awareness that than gives you the ability to choose your response. It allows you to interject and prevent your automatic response from running the show. It gives you a second or two to realize that you might have a different option.
Change Your Beliefs
To some extent we are hard-wired by our long-standing belief systems; however, we can rewire ourselves. Neuroscience has proven this. Our thought patterns are driven by our underlying beliefs, biases and assumptions that we have held onto tightly since childhood, as they kept us safe. There are several methods that guide you through a process of revealing these underlying (and often limiting) beliefs and replacing them with more effective thoughts. I'll share two here. The first method is called "The Work" by Byron Katie, and it's a method of inquiry using a series of questions. The second method comes in the form of a book, by John Prendergast. It's a meditative approach to revealing, diminishing and unhooking from a limiting belief.

Establishing the right mindset is not necessarily quick and easy, but the important thing to know is that you can change your beliefs. Either on your own or with the help of a coach (or counselor), you can be guided through a process that shines a light on the beliefs that create your mindset, allowing you to see them - often for the first time - and let them go or replace them with more productive patterns of thought.

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Council Post: How To Shift Mindsets To Help You Manage Change

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Shine a light on the beliefs that create your mindset, and let them go or replace them with more productive patterns of thought.

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https://medium.com/creditas-tech/gerenciando-mudan%C3%A7as-com-lean-change-management-model-97d32044b6ab

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É importante ter uma visão clara sobre o progresso durante a execução da opção, por isso recomendo fortemente quebrar as opções priorizadas em partes chamadas "experimentos".
"A mudança é tanto arte quanto ciência. Em vez de ter atividades de mudança, seja explícito sobre o uso de experimentos de mudança. Isso ajudará você a se concentrar no resultado do experimento. - Happy Melly"
Para promover ainda mais transparência sobre quais experimentos estão sendo executados o modelo propõe mais uma ferramenta, o Experiment Tracker.

Esse board se divide em 5 fases do experimento:

Tema

Neste quadrante deve ficar o assunto macro, ou a opção sobre o qual o experimento está associado, dessa forma fica fácil entender a relação entre experimentos e opções.

Preparação

Neste quadrante deve ficar todos os experimentos que ainda estão na fase de planejamento. Aconselho a criação de um consenso sobre o que é um experimento pronto para ser iniciado, muito parecido com o famigerado Definition Of Ready, isso vai ajudar o fórum chegar a um consenso sobre quais destes já estão prontos para serem executados.

Na minha experiência utilizando este modelo, consideramos um experimento Ready quando:

1. Está claro o como vamos executa-lo;

2. Está claro o valor/importância da execução do experimento;

3. Entendemos quem serão os impactados com o experimento;

4. Como e por quanto tempo precisamos acompanhar (qualitativamente ou quantitativamente) o quanto esse experimento nos ajudou a dar passos em direção à visão da mudança;

Introdução

Este quadrante mostra os experimentos que estão sendo executados, é muito importante ter atenção ao . dessa coluna, execuções simultâneas pode dificultar a medição de falha ou sucesso de forma isolada.

Além disso, é importante existir um consenso do que é um experimento finalizado, utilizando algo parecido com o .

Revisão

Dado que um experimento está finalizado, é fundamental o entendimento sobre o impacto gerado a partir dele, e é nesta coluna que evidenciamos o que estamos validando.

Este é o principal momento de aprendizado dentro do fluxo de experimentação, é aqui que medimos os resultados e extraímos lições aprendidas para melhorar os futuros planejamentos, entendemos se precisamos criar novos experimentos ou opções, revisitamos a prioridade e entendemos se é necessário para outra opção.

Aprendizados

Tão importante quanto aprender, é compartilhar os aprendizados obtidos.

Este é o momento onde celebramos e documentamos o que aprendemos durante a execução da opção.

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Gerenciando mudanças com Lean Change Management Model

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Como gerenciando mudanças de forma colaborativa e transparente usando Lean Change Management Model

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Como impulsionar o mindset de mudança  nas pessoas Grupo 1

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Como impulsionar o mindset de mudança  nas pessoas Grupo 1

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https://action.deloitte.com/insight/3289/activating-culture-the-sprints-within-the-marathon

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Activating culture: The sprints within the marathon

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Approach change with the understanding that initiatives will be iterative and will build upon lessons learned along the way.

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https://hbr.org/2023/05/employees-are-losing-patience-with-change-initiatives

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A Gartner survey found that employees' willingness to support enterprise change fell from 74% in 2016 to just 43% in 2022.

In 2022, the average employee experienced 10 planned enterprise changes - such as a restructure to achieve efficiencies, a culture transformation to unlock new ways of working, or the replacement of a legacy tech system - up from two in 2016. While more change is coming, the workforce has hit a wall: A Gartner survey revealed that employees' willingness to support enterprise change collapsed to just 43% in 2022, compared to 74% in 2016. Navigating the pandemic asked a lot of employees - and while they delivered, it came at a cost. Relentless sprinting means many employees are running on fumes. To create more sustainable change efforts, leaders must prioritize change initiatives, showing employees where to invest their energies. They also must manage change fatigue by building in periods of proactive rest, involving employees in change plans, and challenging managers to help build team resilience.

Business transformation will remain at the forefront in 2023, as organizations continue to refine hybrid ways of working and respond to the urgent need to digitalize, while also contending with inflation, a continuing talent shortage, and supply-chain constraints. These circumstances, which require higher levels of productivity and performance, also mean a lot of change: In 2022, the average employee experienced 10 planned enterprise changes - such as a restructure to achieve efficiencies, a culture transformation to unlock new ways of working, or the replacement of a legacy tech system - up from two in 2016, according to Gartner research.

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Cian O Morain is a director of research in the Gartner HR practice. He focuses on organization design and change management. Cian leads research initiatives that explore how organizations can sustain employee engagement and productivity through change, and the design of workflows, structures and networks that enable employers to minimize work friction and maximize workforce agility and productivity.

Peter Aykens is a distinguished vice president and chief of research for the Gartner HR practice. He is responsible for setting the practice's research agenda and strategy to address the mission critical priorities of HR leaders, including leadership, talent management, recruiting, diversity, equity and inclusion (DEI), total rewards, learning and development, and HR tech.

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HBR Learning

Accelerate your career with Harvard ManageMentor®. HBR Learning's online leadership training helps you hone your skills with courses like Change Management. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.

Change may be the only constant in today's organizations. Here's how to lead through it.

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Employees Are Losing Patience with Change Initiatives

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In 2022, the average employee experienced 10 planned enterprise changes - such as a restructure to achieve efficiencies, a culture transformation to unlock new ways of working, or the replacement of a legacy tech system - up from two in 2016.

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https://www.amazon.com.br/Mindset-Carol-S-Dweck/dp/8547000240/ref=asc_df_8547000240/?tag=googleshopp00-20&linkCode=df0&hvadid=379787837906&hvpos=&hvnetw=g&hvrand=6397907432608773660&hvpone=&hvptwo=&hvqmt=&hvdev=c&hvdvcmdl=&hvlocint=&hvlocphy=1001773&hvtargid=pla-333762643170&psc=1

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Carol S. Dweck, ph.D., professora de psicologia na Universidade Stanford e especialista internacional em sucesso e motivação, desenvolveu, ao longo de décadas de pesquisa, um conceito fundamental: a atitude mental com que encaramos a vida, que ela chama de "mindset", é crucial para o sucesso. Dwe...

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 Papel da liderança na transformação cultural/ como engajar a liderança Grupo 2

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 Papel da liderança na transformação cultural/ como engajar a liderança Grupo 2

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(Sandra, Anielle, Thais, Katia e Ana Claudia)

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Ferramentas, métodos e metodologias da gestão de mudança Grupo 3

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Ferramentas, métodos e metodologias da gestão de mudança Grupo 3

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(Renato Fontana, Danilo Perotti, Henrique Tucci)

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(Fernanda e Tabata)

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Indicadores - como medir as transformações e mudanças Grupo 5

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Indicadores - como medir as transformações e mudanças Grupo 5

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(Hugo  e Sue)

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O que além de "comunicar, treinar e liderança" para a cultura organizacional Grupo 6

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O que além de "comunicar, treinar e liderança" para a cultura organizacional Grupo 6

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(Juliana Zan, Jo, Daniela, Daniel, Bruna Silva, Marcio)

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ABRH. 19set23_ O que mais além de Comunicacao, Treinamento e Liderança v2

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https://www.youtube.com/watch?v=G4PBz7gn-fo

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https://youtu.be/0k74KjX_9QQ

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CULTURA ORGANIZACIONAL E O IMPACTO NOS NEGÓCIOS