Organizational Change through Action Learning for the Prevention of Psychosocial Risks: An Applied Approach

https://doi.org/10.5935/rpot/e26681

Abstract

This study describes an organizational intervention methodology for the primary prevention of psychosocial risks and the enhancement of work performance through Action Learning. Unlike clinical-psychoeducational approaches focused on the individual or normative approaches focused on documentary compliance, this model operationalizes structural empowerment and collective efficacy through active listening, feedback, and collaborative problem-solving practices. The methodology was applied across 12 organizational units, with a total of 381 participants. Thematic analysis of interviews, listening sessions, and intervention records was used to identify qualitative patterns. The results showed recurring patterns of problems related to coordination, resources and information, leadership, and job demands. Implementation of 60% to 83% of the planned actions was documented. It is concluded that the model constitutes a viable methodological alternative for operationalizing primary prevention in organizational contexts.