Promoção da segurança psicológica para transferência de conhecimento no contexto de projetos

Abstract

Organizations are structures permeated by social interactions, where individuals share their competencies and acquire new knowledge to achieve collective goals. In this scenario, psychological safety has become a competitive differentiator in the project environment, becoming one of the main mechanisms for organizations to become more competitive. Based on this discussion, this dissertation aims to investigate how to promote psychological safety for knowledge transfer in the context of projects. To achieve this aim, this research adopted methodological procedures aligned with a qualitative approach in two stages. The first began with a Systematic Literature Review to understand theoretical assumptions and research gaps. The databases used were Web of Science and Scopus, generating a research corpus after reviewing 106 articles. During the subsequent stage of the research, semi-structured interviews were implemented, selecting twenty-one interviewees. The sample consisted of project managers who have worked for more than five years and who manage teams. Data analysis followed grounded theory guidelines, supported by Atlas.TI V25 software, with three analysis cycles (open, axial, and selective). The results indicated that 10 elements foster an environment of psychological safety: speaking openly, empowering leadership, knowledge transfer, clear communication, problem-solving, risk-taking, asking for help, commitment, organizational culture, and diversity of ideas. It was also found that five pillars interact to explain how psychological safety is promoted for knowledge transfer in a project context: (i) knowledge transfer as a central element, also consisting of (ii) psychological safety elements, (iii) mechanisms, (iv) barriers, and (v) consequences. Within the context of projects, it was observed that when people feel confident and psychological safety, they can develop a sense of responsibility and purpose, contributing to innovation and mitigating risks and losses for organizations. The suggestions mentioned in the model developed in this research can serve as a diagnostic tool for companies, highlighting that people have intrinsic individual characteristics and, even when working in groups, have their own peculiarities. Therefore, a trained perspective from leaders, human resources, or project support teams can make a difference in understanding which methods best suit each institution's processes. On the other hand, barriers can hinder project professionals from fear of speaking out, asking for help, or facing punishment, leading to job losses or even abandonment their projects. The results and the model developed in this research are in line with Sustainable Development Goal (SDG) 8 and NR-1 (Regulatory Standard No. 1), which aim to promote decent work, mental health, and sustained economic growth. This research is aligned with Research Line 2: "Advanced Project, Program, and Portfolio Management", linked to the Postgraduate Program in Project Management (PPGP) at UNINOVE. The research is also aligned with other research by the advisor linked to the core project "Human Factor and Sustainability in Projects and Organizations".