El Profesor Pedro Hidalgo, Director del Departamento de Administración y Negocios de la Facultad de Economía y Negocios de la Universidad de Chile, los invita a participar de nuestro ciclo mensual de Seminarios. En esta oportunidad el tema a conversar estará enfocado en “A Systemic Approach to Understand and Anticipate Misbehaviors in Organizations. An Example of Bullying" y lo dictará el profesor Ugo Merlone, académico de nuestro departamento, quien es PhD. Mathematics applied to Economic Decisions, University of Trieste, Trieste, Italia, M.A. Human Resources Management and Organizational Development, University of Torino, Torino, Italia, M.S. Mathematics, University of Turin, Torino, Italia.

Este Seminario se llevará a cabo el día miércoles 17 de abril 2013 a las 14:00 hrs. en Diagonal Paraguay 257, Piso 10, Sala 1002, Torre 26, Santiago.

Les comparto un resumen de las principales ideas del Seminario de Ugo:

Ugo Merlone

“Over the last decade the study of violence at workplace has emerged as a new field of research in Europe, USA and other parts of the world. Although in different countries several concepts have been in use–namely “mobbing”, “bullying”, “psychological terror”–they all refer to the same phenomenon (Einarsen et al., 2003). In bullying cases it is difficult to provide a model to understand this process and produce interventions; in fact, not only the phenomenon is observed when its first stages are concluded and when the psychological wellness of the victim (and his/her objectivity too) is already compromised, but also because a great part of research on bullying is based on qualitative material, which offers a low support to generalization. Finally, as bulliyng cannot be considered as single event, a wider perspective is in order. One of the suggestions of systems thinking prescribes to move from considering events to understanding system structures (Kirkwood, 1998). This way it is possible to enhance learning in complex systems. According to Sterman successful approaches to learning about complex systems require tools, formal models, but also methods to “improve group processes, and overcome defensive routines for individuals and teams” (2000, p. 5). System approaches have been developed in several fields of science; among the others general systems theory (von Bertalanffy, 1969), cybernetics (Wiener, 1948), system dynamics (Forrester, 1961). In particular, system dynamics has found applications to a wide range of problems, from economic cycles to heath care, but is also a powerful tool to teach system tinking to management (Schwaninger and Jones, 2000). System dynamics modeling can provide a “simulation model” able to give feedback to the results of an action. Bullying is an example of complex dynamics that involves different levels of communication, power, attitudes and motivation of people at different organizational stages. System dynamics approach can provide a model that can predict organizational change, by simultaneously considering the influence of different variables in the process. In this study we consider a “classical case” of bullying, the first one proposed by Leyman (1996), and offer a system dynamics lecture of these dynamics in order to reflect upon the usefulness of this approach to bullying-phenomena comprehension. In the 1950s, at the Tavistock Institute of Human Relations, Miller and Rice extended the work of Lewin (1947) in applying these ideas to human systems. Therefore, it seems natural to apply some of the ideas which were developed following this approach. Specifically, we consider the model of authority developed by Obholzer (1994) and include it in the system dynamics simulation model. The modeling process makes possible to analyze the different interactions which build up the complexity of the system. Although the model we obtain is−obviously− partial, the reflection process and the reasonings necessary to build it make visible some interactions which otherwise can be overlooked. The goal of this approach is not the formalization of the particul phenomenon we have examined, rather the identification of some important interactions between the “parts” of the system. Finally, the model we obtain, allows us to experiment with the system in order to learn about its dynamic complexity, to understand the sources of policy resistance, and to suggest what could have been the reason of the unfortunate outcome”.


  • Diciembre - Tercer Miércoles: 16 de diciembre 2015.
    • Área: Gestión de Personas / Management
    • Expositor/Tema: Daniel Schwartz, DII Universidad de Chile


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