Growing globalization of the world economy requires a need from organizations to become competitive, in a sustainable way, leading them to implement organizational management change programs aiming at continuous performance improvement. Experiences of several organizations have demonstrated that the achievement of effective changes in organizations depends, fundamentally, on the type of intervention used to implement the change program. This article introduces an adaptive facilitated-change intervention approach, based on the application of the complex adaptive systems theory to the organizations developed using a case study related to a change program of a Brazilian research and development public organization of the nuclear field. The results related to the progress of the organizational level of excellence achieved between 2000 and 2003 enables one to conclude that the developed adaptive intervention provides a certain degree of governance to the changing process, facilitating an effective implementation of a management system based on the Model of Excellence of the Brazilian Quality Award.
Organizational change; Organizational management; Organizational culture; Complex adaptive systems
