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Análise processual do gerenciamento para a mudança: estudo em uma instituição de ensino
DOI: https://doi.org/10.21529/RECADM.2024008
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O objetivo deste artigo foi analisar como os agentes – gestores e funcionários – vivenciaram a mudança em uma instituição de ensino, a partir da pandemia da Covid-19. Para esta análise, foi elaborado um quadro de referência que considera a junção entre o Framework 5M de Badham (manter-se atento, mobilizar, mapear, usar máscaras e mirar) e a abordagem processual da mudança estratégica de Pettigrew (o porquê mudar - contexto, o quê mudar - conteúdo e o como mudar - processo). Foi realizado estudo de caso qualitativo, de caráter descritivo e explicativo, em uma instituição de ensino aqui denominada Beta. Os dados foram coletados por meio de 12 entrevistas narrativas com gestores e funcionários da Beta; e foram analisados por meio da técnica de análise de conteúdo categorial, utilizando o software NVivo. Os resultados indicaram que a mudança ocorreu em três fases – o fechamento e ensino online; o modelo híbrido de ensino; e o retorno ao ‘novo normal’. Para fazer frente aos desafios, à complexidade e ao caos, a união e coesão do grupo para vencer um ‘inimigo comum’ – a pandemia – foi preponderante. O compartilhamento de soluções, bem como das dores e dos sofrimentos, foi construído de forma criativa e flexível, sintonizando as dificuldades enfrentadas com estratégias de apoio, aconselhamento e liderança. Este estudo permitiu a elaboração de um referencial teórico a partir da junção das duas abordagens propostas, denominado Análise Processual do Gerenciamento para a Mudança.
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