Marco Antonio Pereira Querol, Rodolfo Andrade de Gouveia Vilela

Negotiation and strategic planning of a Change Laboratory intervention

Introduction

Negotiation and strategic planning of a change laboratory intervention. Master strategic planning & negotiation for Change Laboratory (CL) interventions. Discover CL's application in diverse organizations, fostering shared learning, engagement, and sustainable transformations.

Abstract

This article discusses the planning and negotiation of interventions with the Change Laboratory (CL) methodology, highlighting its application in diverse organizational contexts. CL, grounded in the Cultural Historic Activity Theory and expansive learning, requires a careful process of strategic, methodological, and operational alignment. Negotiation with strategic decision-makers, such as managers and politicians is presented as a continuous process of shared learning, essential to ensure adherence, institutional support and sustainability of the proposed changes. The text emphasizes the importance of the social construction of demand, in which researchers, managers and workers collectively identify problems and possibilities for development. Negotiation strategies in different organizational contexts are explored, from rigid hierarchical structures to more horizontal environments, highlighting the challenges of engagement and the need for methodological adaptation. It is concluded that the success of a CL depends on mutual trust, constant communication and the protagonism of the participants, ensuring lasting and significant transformations.

Review

This article offers a timely and pertinent discussion on the critical processes of planning and negotiation inherent in Change Laboratory (CL) interventions. By grounding its analysis in Cultural Historic Activity Theory and expansive learning, the manuscript effectively highlights that successful CL implementation is not merely a technical exercise but a deeply social and strategic endeavor. The emphasis on continuous negotiation with strategic decision-makers, including managers and politicians, underscores a fundamental challenge and success factor: securing the necessary institutional support, adherence, and long-term sustainability for organizational change. This foundational premise sets the stage for a valuable contribution to both CL practitioners and organizational development researchers. A significant strength of the article lies in its exploration of the "social construction of demand," a crucial concept that shifts the focus from a top-down mandate to a collaborative identification of problems and developmental possibilities by researchers, managers, and workers. This participatory approach is vital for fostering ownership and engagement, which are often elusive in change initiatives. Furthermore, the abstract promises an insightful comparative analysis of negotiation strategies across diverse organizational contexts, from rigid hierarchies to more flexible environments. This practical consideration of contextual nuances, coupled with the acknowledgment of engagement challenges and the need for methodological adaptation, suggests a robust and empirically informed discussion, offering actionable insights for those navigating complex organizational landscapes. In conclusion, the article's emphasis on mutual trust, constant communication, and the active protagonism of participants as determinants of CL success resonates strongly with contemporary understandings of effective organizational transformation. By focusing on these human elements, the paper appears to advocate for a more authentic and sustainable approach to change, moving beyond superficial fixes to achieve genuinely lasting and significant transformations. This work appears to be a valuable resource for academics and practitioners interested in the practicalities of implementing participatory interventions and navigating the inherent complexities of strategic alignment and stakeholder engagement in organizational development.

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