O papel da segurança psicológica na gestão de mudanças organizacionais no contexto de projetos

Abstract

Psychological safety plays a key role in organizational change management, especially in projects, where uncertainty and resistance can compromise performance and stakeholder engagement. Based on this context, this research aims to investigate how psychological safety can support organizational change management in the context of projects. To this end, a two-stage qualitative approach was adopted. First, a systematic literature review of the Web of Science and Scopus databases identified 143 articles and consolidated a theoretical framework on psychological safety, organizational change, and project management. Next, semi-structured interviews were conducted with 20 project managers and change management professionals. The interviews were analyzed by categorizing the research corpus using grounded theory, promoting triangulation between empirical evidence and theoretical framework. The results demonstrated that projects function as vectors of change and learning spaces, influenced by the type of change (planned or emergency). The following elements were also identified as fundamental to the effectiveness and sustainability of organizational change: clarity of purpose, transparent communication, stakeholder engagement, active sponsorship, impact management, training, and performance indicators. The presence of psychological safety favored active voice, trust, respect, constructive feedback, and openness to error, creating conditions for collaboration, innovation, and the sustainability of project-driven changes. Its absence, on the other hand, was associated with insecurity, resistance to change, and talent loss. These findings demonstrate that psychological safety supports change management by reducing resistance, strengthening trust, and enhancing communication, sponsorship, and leadership in projects. The main contribution of this dissertation is the proposal of a revised model that integrates psychological safety, organizational change management, and project management, highlighting inclusive leadership, fluid communication, trust, and support mechanisms as pillars of effective change. Theoretically, the study broadens the understanding of the relationship between psychological safety and organizational change management, confirming its relevance for organizational adaptation. For professionals, this research offers insights for leaders and organizations to build psychologically safe environments capable of transforming technical deliverables into sustainable results. Additionally, the study aligns with the updated NR-1 (MTE Ordinance No. 1419/2024), which includes psychosocial risks in the Risk Management Program, reinforcing the importance of mental health at work. It also aligns with SDG 8 of the UN 2030 Agenda by proposing practices that reconcile organizational results and human well-being. The research is associated of research line 2, "Advanced Management of Projects, Programs, and Portfolios," of the PPGP/UNINOVE program and is linked to the advisor's core project, "Human Factor and Sustainability in Projects and Organizations".