ORGANIZATIONAL CHANGE MANAGEMENT IN THE PARANÁ MILITARY FIRE DEPARTMENT: A CRITICAL ANALYSIS OF MODELS AND ADAPTIVE STRATEGIES IN THE CONTEXT OF INSTITUTIONAL EMANCIPATION

Abstract

This article develops a critical analysis of the applicability of four consolidated organizational change management models (Kotter, ADKAR/PROSCI, HCMBOK and Lean Change Management) to the Paraná Military Fire Department (CBMPR), within the context of institutional emancipation established by Constitutional Amendment No. 53/2022 and State Law No. 22,206/2024. A qualitative exploratory methodology was adopted, based on critical theoretical review and documentary analysis of the Alternative Resource Management Section (SGRA) experience between 2018 and 2024. Results show that: Kotter's model presents rigidity incompatible with the unpredictability of the transformation underway; ADKAR/PROSCI requires balancing individual focus with systemic dynamics; HCMBOK offers relevant technical-human integration but requires customization to the public military sector; and Lean Change Management demonstrates greater fit to the uncertainty typical of transforming public organizations. The SGRA trajectory empirically confirms that successful changes at CBMPR emerged from iterative cycles of experimentation, learning and adjustment, not from prescriptive linear plans. As a practical contribution, an integrated contextualized approach is proposed, organized around seven guiding principles and specific recommendations by type of change.