BITÁCORA LFM – ABRIL 2017

 

En LFM estamos comprometidos con generar las nuevas prácticas que generarán un MUNDO POSIBLE PARA TODOS. Y lo vemos posible y en ello encontramos SENTIDO, y FLORECEMOS y Somos LÍDERES.

20170411_094657.jpgEstuvimos en el Foro Anual de Mercer. El motto del encuentro era “Sentí el impacto” y el formato cambió totalmente, ya no tantos números y presentaciones sino más bien experiencial. La invitación era a vivir el Mercer Journey desde experiencias cortas, lúdicas o virtuales Las actividades y presentaciones dirigidas a crear conciencia sobre crear y facilitar contextos que seteen condiciones de posibilidad para que las personas tengan y sientan experiencias, aludía un presentador a la metáfora del jardín y florecer humano. 

Congreso Felicidad con por invitación de nuestra amiga Laura Isanta .

image_a60d651d-2185-4c69-96ca-775f668a34c520170430_175611.jpgEl primer insight es que ahora se habla de esto en las organizaciones. La perla de la tarde fue en mi escucha ” Abrir espacios para que los seres humanos conversen”.  

Mismo día, a la tarde, UCES Filosofía – Historia Antigua: Epicuro. Todos los seres humanos deberíamos filosofar porque el fin de la filosofía es la felicidad. Para Epicuro se llega a la felicidad a través de la ausencia de dolor. Y el dolor es causado por creencias falsas. CONTINUARÁ

72be37e1-452b-43ac-83c8-3fea87839f21UDESA RESERVATE EL DIA: MAYO 6 a la Mañana, en el Campus de Universidad San Andrés, Encuentro ABIERTO A LA COMUNIDAD y GRATUITO – Encuentro de género y liderazgo, nos invitaron a estar en el panel con otras 4 graduadas. No lo mires de afuera, vení, participá, sumate! TE ESPERAMOS!

ANOTATE entrando en ESTE LINK! Género y Liderazgo – UDESA – 6 de Mayo 2017

En el medio cumple años y escapadita con encuentro sorpresa con amigos

AACOP Comité de Calidad – CARE. JORNADA de entrenamiento, representando las Direcciones Ejecutivas de Relaciones Institucionales y Proyectos Institucionales. SER PARTE DE ALGO MÁS GRANDE QUE NOSOTROS MISMOS. APRENDER. CONTRIBUIR. DISFRUTAR. GRACIAS! 

 

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“Solos vamos más rápido pero juntos vamos más lejos.”

“Siempre primero la persona y luego la tarea.

Y el Jaka.

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Libro: anaclets de Confucio. Y las cinco relaciones.

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IEI Instituto Estudios Integrales reunión con el equipo de formadores con cena hecha amorosamente por Laura y el amoroso liderazgo de Ray Dalton .Acá foto de cierre de año

LFM COACHING – Nuestro consultorio donde damos sesiones de coaching 1:1, en Malabia y Güemes – Palermo

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La felicidad es el viaje. Es conectar con tu esencia y vivir. La felicidad es poder observar que no somos nuestros pensamientos, reconocerlos y aceptarlos haciendo como Dumbledore le enseña a Harry Potter: sacándolos de nuestra cabeza, ponerlos en un  recipiente que llama “pensadero” y observarlos.

Y saber que nuestras interpretaciones son en función de nuestro compromiso. Y que no son la única verdad revelada, son nuestras interpretaciones. Hay una teoría que dice que siempre estamos siendo usados por un contexto. Y otra que dice que siempre podemos elegir.

thzk35c5t3Y a vos, que contexto te está usando?

Sincronicidades

 

thEncuentro con el equipo de María Auxiliadora. Mañana 29 de Octubre.

Y todo empezó el día de María un 24 de Mayo de este año.

Colegio que me vió crecer y en el cual aprendí la generosidad porque recibí gratuitamente lo que en ese momento mi familia no podía pagar. Y recibí un sello en el alma que me dio la resiliencia para florecer y encontrar sentido aún en medio de las mayores dificultades.

Y otra vez, en otro ámbito, de nuevo, con Ray Dalton, de Instituto de Estudios Integrales que fuera mi profesor y con quien quise siempre trabajar. En 2004 no pude y 12 años después se está dando y justamente en esta situación.

Por un Mundo Más Hermoso – For a more beautiful World

If ever the sadness make you an invitation tell her that you have a commitment to joy and that you will be loyal to her all life
If ever the sadness make you an invitation tell her that you have a commitment to joy and that you will be loyal to her all life

 

A quien le importa? Who cares?

540031_427327903962326_530091638_aHace mucho tiempo escribo. Y hace mucho tiempo soy Coach. Y ahora decidí compartirlo y empezar a ponerlo a servicio de otros. Acá estoy para vos.

I write since a long time ago. And since a long time ago I am Coach. And now i decided to share it and start to give it as a service to others. Here I am for you.

Hoy la propuesta es que nos preguntemos: a quien le importa? La diferencia empieza cuando cada uno de nosotros se levanta y dice: A mí me importa.

Today the proposal is: who cares? The difference starts when each of us stands up and says: I do care.

A los Líderes les importa. Liders do care

A vos, te importa?  Do you care?

Ni Una Menos – Not even one women less

niunamenos
Not even one women less

LFM means originally “La FeMme”

LFM significa originalmente “La Mujer” 

Leadership for meaning join to the National Campaign “not even one less” in Argentina against gender violence.

Liderazgo de sentido se une a la Campaña Nacional “NI UNA MENOS” en Argentina en contra de la violencia de género.

NI UNA MENOS!

Video

Carlos Cullen en Jornada de Filosofía UCES

La virtud ciudadana es lograr disposición del carácter – aprender a elegir – hábito de elección = virtud

Derecho universal a la educación. Derecho universal a pensar libremente. Apertura a lo nuevo. Generar lo comun desde la diferencia y CON la diferencia NO A COSTA de las diferencias (detalle clave)

La vida es un relato en busca de un narrador. Nacemos siento dichos por otros y nos pasamos la vida buscando ser sujetos de la locución y no ser meramente dichos por otros

No se va a la facultad a consumir, se va a aprender

El tema está en resistir con inteligencia responsable.

Formarnos como sujetos abiertos a lo que acontece cuidando la alteridad, aumentando la potencia de actuar

Qué privilegio que hayamos coincidido en este espacio tiempo !

Our work is to inspire… nuestro trabajo es inspirar

Inspiration just happen we can not control it, but all what happen takes place in a pre-given context. Such context is our field of work. Our work is create context of possibility, facilitate the conditions of possibility where human beings are inner motivated to expand their gifts, where human beings living in harmony can achieve their potential, joy and meaning, through coordinated actions among them.

La inspiración simplemente ocurre, no podemos controlarla. Pero todo lo que pasa tiene lugar en un contexto pre-dado. Dicho contexto es nuestro campo de trabajo. Nuestro trabajo es crear contextos de posibilidad, facilitar las condiciones de posibilidad donde los seres humanos estén motivados internamente para expandir sus dones, donde los seres humanos viviendo en armonia puedan alcanzar su potencial, alegría y sentido a través de la coordinación de acciones entre ellos.

Doing more with less: Maximice cost – Haciendo más con menos – Maximizar costos

mirandoA deep change is required in current complexities. It is not enough minimice cost. We need maximice cost. And that means be able of doing more with less. At first glance we thing, ok just cutting cost. And it is not. It requires a transformation in each of us. It requires deep commitment and courage and leadership for meaning. So maximice cost is to be able to do more with less. And it is possible. And it is beautiful. Being more and having less.

Se requiere un cambio profundo en las complejidades actuales. No basta minimizar costos, necesitamos maximice. Y eso significa ser capaz de hacer más con menos. A primera vista parece sólo reducción de costos. Y no lo es. Se requiere una transformación en cada uno de nosotros. Se requiere un profundo compromiso, coraje y liderazgo de sentido. Así, maximizar costos es ser capaz de hacer más con menos. Y es posible. Y es hermoso: Ser más y tener menos.

What we don’k know we know – Lo que no sabemos que sabemos

We all have inside our community , enterprise, family , people with great and specific knowledge, experience, know-how. Let’s spread it. Let’s share it. Let’s give them voice. And space-time for them to share it with community.  We speak about competitive advantage and we think in something we don’t have or we don’t know. And the challenge is to be aware that we already are and we already know everything we need.   It’s just that we don’t know we know. Let it be. Share. Be community. Work out loud. New practice recommended: Sharing our knowledge in community.  Did you know?  You already are. We already are.

Todos tenemos dentro de nuestra comunidad, empresa, familia, personas con conocimientos específicos, experiencia, know-how. Difundámoslo. Compartámoslo. Demosle voz.  Y el espacio-tiempo para compartirlo con la comunidad. Hablamos acerca de la ventaja competitiva y pensamos en algo que no tenemos o que no sabemos. Y el reto es ser consciente de que ya somos y ya sabemos todo lo que necesitamos. Es sólo que no sabemos que sabemos. Permite que sea. Comparte. Sé comunidad. Trabaja en voz alta. Nueva práctica recomendada : compartamos nuestros  conocimientos en comunidad. Sabías? Ya eres. Ya somos. Image

Photo took from Genres: Christian & Gospel, Music Released: Jul 03, 2012 ℗ 2012 Charlie Hines & Jim Zartman

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Evolving to a b…

evolving-the-way-we-workEvolving to a better way of working, evolucionando hacia una mejor manera de trabajar

We are going to have next week a video conferece with John Stepper

The experience and the possibility itself brings joy to my life. It may sound silly but it is so powerful. We are always creating our future and therefore the future of who are with us, because we always influence in a direct or indirect way  in others, even when we don’t realize of it.

So be aware of the power of possibilities, like a play of opening doors and windows, create connectivity, give voice to people…well it’s just great . Thank you John!

 

La experiencia y la posibilidad en sí misma trae alegría a mi vida. Puede sonar tonto pero es muy poderoso. Siempre estamos creando nuestro futuro y por lo tanto el futuro de aquellos que están con nosotros, porque siempre influenciamos directa o indirectamente en otros, aún cuando no nos demos cuenta de ello.

Entonces estar conciente del podel de las posibilidades, como un juego de abrir puertas y ventanas, crear conectividad, dar voz a la gente…bueno, es simplemente genial! Gracias John!

 

 

 

Video

Finding meaning in our work – encontrando sentido en nuestro trabajo – & HR Role – y el rol de HR

David Ulrich teaching us….enseñándonos

Responsability comes with power – Responsabilidad implica Poder

In any situation we live there is a first question: who is responsible for this? If we answer that question with any other word than “I” , then we are giving away our inner power to others, to circumstances, etc and we are, implicitily reforcing them, empowering them.

If we can in any situation respond, I am responsible. Then journey starts. We have the power to change it.  We are not victims any more but owners of our destiny.

Always we are choosing: Are we giving our power away or are we  using it? Recover your power back. Declare yourself responsible.

Have you already choosen?  Who has your power? Who is responsible?

responsibility

AND / OR VICEVERSA!!!!!!!!?????

En cualquier situación que vivimos hay una primera pregunta: ¿quién es el responsable de esto? Si la respuesta a esa pregunta es cualquier otra palabra que no sea “YO”, entonces estamos regalando nuestro poder interior a los demás, las circunstancias, etc, e implicitament estamos reforzándolos,  dándoles el poder.Si somos capaces de responder en cualquier situación : YO soy responsable. Entonces comienza el viaje. Tenemos el poder para cambiarlo. No somos más víctimas, sino los dueños de nuestro destino.Siempre estamos eligiendo: ¿Estamos dando nuestro poder a los demás o lo estamos usando? Recuperá tu poder. Declarate responsable.¿Ya elegiste? ¿Quién tiene el poder? ¿Quién es responsable?

Learning living loving – aprendiendo viviendo amando

keep calmSome days I wonder what I am doing writing here as if I know anything when everyhting is becoming obsolete so quickly?

What I am doing here pretending having something to share? What I am doing here pretending contribute to something bigger than me?

Well, I am doing what I love, I am learning, I am living. And I find Meaning and Joy serving organisations and human beings to recover their inner power to create the next best practices for a better world for everyone.

That’s why I keep it up.

 

successA veces me pregunto que estoy haciendo, escribiendo como si supiera algo cuando todo se vuelve obsoleto tan rápidamente? qué estoy haciendo aquí pretendiendo que tengo algo para compartir?  qué estoy  haciendo aquí pretendiendo contribuir a algo más grande que yo misma? Bueno, estoy haciendo lo que me gusta, estoy aprendiendo, estoy viviendo. Y encuentro sentido y alegría servir a las organizaciones y los seres humanos a recuperar su poder interior para crear las próximas mejores prácticas para un mundo mejor para todos. Por eso sigo.

Our work as HR – Nuestro trabajo como Recursos Humanos

Image credit: “love Don’t live here anymore…” – © 2009 Robb North – made available under Attribution 2.0 Generic

Our work: keImageep the love living in our organisations, keep our people awake and living while working, sharing life, being aware of that everything we do touch other lifes directly or indirectly, what a best meaning for us to work? Let’s work for organizations with triple bottom line: People, Profit, Planet, and allow the love to enter again in the home.

Nuestro trabajo, mantener el amor viviendo en nuestras organizaciones, mantener nuestra gente viviendo en nuestras organizaciones, mantener nuestra gente despierta y viviendo mientras trabaja, compartiendo vida, estando concientes que todo lo que nosotros hacemos toca la vida de otros directa o indirectamente, que mejor sentido para nuestro trabajo? Trabajemos para organizaciones con el triple bottom line: Gente, planeta, ganancias. Y permitamos al amor entrar de nuevo a casa……

What do you think? Qué pensás?

The privilege of giving – El privilegio de dar

So inspired by the privilege of giving!!!!!…Inspirada en el privilegio de dar!!!!!

When we write…Cuando escribimos…

When we write…cuando escribo 02

By writing we can connect inside the dots and get to conclusions, or understand something we couldn’t understand before, or discover the pattern behind something and realize of better ways to approach it. It’s an experience that increase awareness and also facilitate share knowledge globally without restrictions, meet new people in real time and also know what is going on in real time, make explicit what is tacit and keep ourselves in a positive continue cycle or learning and creation. And also we find meaning and joy. and we built community.

Do you join us?

Escribiendo  podemos conectar dentro nuesto los puntos y llegar a conclusiones, o entender algo que no podíamos entender antes, o descubrir el patrón detrás de algo y darnos cuenta de mejores formas de abordarla. Es una experiencia que aumentan la conciencia y facilita compartir conocimientos a nivel mundial, sin restricciones, conocer gente nueva en tiempo real y también saber lo que está sucediendo en tiempo real, hacer explícito lo que es tácito y mantenernos en un ciclo continue positivo de aprendizaje y creación. Y también encontramos sentido y alegría. y construimos comunidad.

¿Te unis?

Principles of Spiritual Leadership

From “Getting into Action Materials” The Pachamama

Imageas we enter the third millennium, we are urgently called to action in two distinct capacities: to serve as hospice workers to a dying culture, and to serve as midwives to an emerging culture. These two tasks are required simultaneously; they call upon us to move through the world with an open heart-meaning we are present for the grief and the pain-as we experiment with new visions and forms for the future. Both are needed. The key is to root our actions in both intelligence and compassion-a balance of head and heart that combines the finest human qualities in our leadership for cultural transformation.

The first principle is that the motivation underlying our activism for social change must be transformed from anger and despair to compassion and love. This is a major challenge for the environmental movement, for example. This is not to deny the legitimacy of noble anger or outrage at injustice of any kind. Rather, we seek to work for love, rather than against evil. We need to adopt compassion and love as our foundational intention, and do whatever inner work is required to implement this intention. Even if our outer actions remain the same, there is a major difference in results if our underlying intention supports love rather than defeating evil. The Dalai Lama says, “A positive future can never emerge from the mind of anger and despair.”

The second principle is a classical spiritual tenet, though challenging to practice. It is the principle of non-attachment to outcome. To the extent that we are attached to the results of our work, we rise and fall with our success and failures, which is a path to burnout. Failures are inevitable, and successes are not the deepest purpose of our work. This requires a deepening of faith in the intrinsic value of our work-beyond the concrete results. To the extent that our actions are rooted in pure intention, they have a reverberation far beyond the concrete results of the actions themselves.

In our workshops, we have had several environmental leaders react strongly to this principle. As one lawyer put it, “How can I possibly go into court and not be attached to the outcome? You bet I care who wins and who loses! If I am not attached to the outcome, I’ll just get bulldozed!” His words underscore the poignant challenge of implementing these principles in practice. Yet he keeps coming back to our retreats, and he actively seeks ways to love his adversaries. He acknowledged that although it is difficult to love some of his adversaries, one way he can do it is to love them for creating the opportunity for him to become a strong voice for truth and protection of the natural environment.

The third principle is that your integrity is your protection. The idea here is that if your work has integrity, that will tend to protect you from negative circumstances. For example, there are practices for making yourself invisible to the negative energy that comes toward you in adversarial situations. It’s a kind of psychic aikido, where you internally step out of the way of negative energy, and you make yourself energetically transparent so it passes right through you. But this only works if your work is rooted in integrity.

The fourth principle is related: the need for unified integrity in both means and ends. Integrity in means cultivates integrity in the fruit of one’s work; you cannot achieve a noble goal using ignoble means. Some participants in our workshops engage regularly in political debates, testimony, and hearings. We have them experimenting with consciousness techniques for transmuting challenging energy into compassion and love-right there in the hearing room. Early indications are that this is helpful in defusing charged psychological situations, and reducing tension in heated debates.

The fifth principle is don’t demonize your adversaries. People respond to arrogance with their own arrogance, which leads to polarization. The ideal is to constantly entertain alternative points of view so that you move from arrogance to inquiry, and you then have no need to demonize your opponents. This is hard to do, as we often feel very certain about what we think we know, and the injustices we see. As John Stewart Mill said, “In all forms of human debate, both parties tend to be correct in what they affirm, and wrong in what they deny.” Going into an adversarial situation we can be aware of the correctness of what we are affirming, but there is usually a kernel of truth in what is being affirmed by our opponent-however small. We need to be especially mindful about what we deny, because it is often where our blind spots will be.

The sixth principle is to love thy enemy. Or if you can’t do that, at least have compassion for them. This means moving from an ‘us-them’ consciousness to a ‘we’ consciousness. It means recognizing that I am the logger: when I write these principles of spiritual activism and publish them in this newsletter, I give the command to the logger to fell the trees, to produce the pulp, to produce this paper so that I can publish these spiritual principles about how best to save the trees. It is seeing the full circle of our interconnected complicity, and discovering all the problems of humanity in our own hearts and our own lives. We are not exempt and we are not different. The ‘them’ that we talk about is also us. The practice of loving our adversaries is obviously challenging in situations with people whose views and methodologies are radically opposed to ours, but that is where the real growth occurs.

The seventh and eighth principles are a bit contradictory.

 The seventh is that your work is for the world rather than for you. We serve on behalf of others and not for our own satisfaction or benefit. We’re sowing seeds for a cherished vision to become a future reality, and our fulfillment comes from the privilege of being able to do this work. This is the traditional understanding of selfless service.

But then the eighth principle is that selfless service is a myth. Because in truly serving others, we are also served. In giving we receive. This is important to recognize as well, so we don’t fall into the trap of pretentious service to others’ needs and develop a false sense of selflessness or martyrdom.

The ninth principle is: do not insulate yourself from the pain of the world. We must allow our hearts to be broken-broken open-by the pain of the world. As that happens, as we let that pain in, we become the vehicles for transformation. If we block the pain, we are actually preventing our own participation in the world’s attempt to heal itself. As we allow our hearts to break open, the pain that comes is the medicine by which the Earth heals itself, and we become the agents of that healing. This is a vital principle that is quite alien to our usual Western ways of thinking.

The tenth principle is: what you attend to, you become. If you constantly attend to battles, you become embattled. On the other hand, if you constantly give love, you become loving. We must choose wisely what we attend to, because it shapes and defines us deeply.

The eleventh principle is to rely on faith. This is not some Pollyanna-ish naivete, as many “realists” would interpret it. Rather it entails cultivating a deep trust in the unknown, recognizing the presence of “higher” or “divine” forces at work that we can trust completely without knowing their precise agendas or workings. It means invoking something beyond the traditional scientific world view. It implies that there are invisible forces that we can draw upon and engage, firstly by knowing they are there; secondly, by asking or yearning for them to support us-or more precisely, asking them to allow us to serve on their behalf. Faith is understood not as blind adherence to any set of beliefs, but as a knowing from experience and intuition about intrinsic universal principles beyond our direct observation, and relying upon these principles, whatever they are, to support us in creating what we aspire to create. This actually brings great relief when we realize it really isn’t up to us to figure out all the steps to manifest our unfolding vision, because we are participants in a larger cosmic will. Nevertheless, it is our job to discover what our unique gift is-our unique role-and for each person to give their gift as skilfully and generously as possible, while trusting that the rest will all work itself out.

Finally, the twelfth principle is that love creates the form. As Stephen Levine says, “The heart crosses the abyss that the mind creates.” It is the mind that gives rise to the apparent fragmentation of the world, while the heart can operate at depths unknown to the mind. So, if we begin imagining with our hearts, and work from a place of yearning as well as thinking, then we develop an unprecedented effectiveness that is beyond our normal ways of understanding because it doesn’t have to do with thinking. When we bring the fullness of our humanity to our leadership, we can be far more effective in creating the future we want.

 

Circumstances? – Circunstancias?

The point is that we don’t know what the circumstances ARE we just know what we are perceiving or seeing.

As I said here we are always being used by a context.  We don’t know how circumstances are, we just know what we are seeing there.

We are observers of the world and the way we observe shape the world each of us live in.

Access to change: Body, Emotions, Actions, Language, Spirit. We are CO-CREATORs with GOD. We are always CREATING REALITY.

diosEl tema es que no sabemos cómo son las circunstancias, sólo sabemos lo que percibimos o vemos.  Como dije antes  siempre estamos siendo utilizada por un contexto. No sabemos cómo son las circunstancias, solo sabemos lo que nosotros estamos viendo. Mirá un ejemplo aquí y aquí.

Somos observadores del mundo y la manera que lo observamos modela el mundo en el cual cada uno de nosotros vive.

Accesos para el cambio: cuerpo, emociones, acciones, lenguaje, espíritu. Somos co-creadores con Dios. Siempre estamos creando la realidad.

Circumstances? Circunstancias?

Toastmasters : Collaboration – Colaboración

1275272_10101026493146301_791186452_oThis was my second speech at Toastmasters. All the concepts inspired in John Stepper‘s work.

COLLABORATION: Why? Por qué?

The world changed. We live now in a VUCA world: VOLATIL UNCERTAIN COMPLEX AMBIGUOS. This is impacting in our organizations, creating stress and suffering to employees and lose of competitive advantage to organizations.
Por qué? El mundo cambió. Vivimos ahora en un mundo VUCA: Volatil, incierto, complejo y ambiguo. Esto está impactando en nuestras organizaciones.

So We need to change the paradigm from competition to collaboration.

Así que necesitamos cambiar nuestro paradigma de COMPETENCIA a COLABORACION.

 

COLLABORATION : WHAT FOR? Para qué? 

1) To make our workplaces a best place to work: create an space-time where people can be part of a community and create with others.

2) To focus in what is our differentiation, our real added value. What is already solved is replicable so lets structure that knowledge (KM) and let’s focus in solve the new problems, create new opportunities, discover new products, create emergent best practices…

3) Save money: world changed dramatically. We need to be lean. We need to eliminate waste. We need to be efficient now more than ever.

COLLABORATE? HOW? COLABORAR? Cómo?

1) Narrating : Making explicit what is tacit. NARRATING WORK IS A POWERFUL BEHAVIOUR CHANGER

2)Being transparent. Sharing. Creating a culture that tolerate mistakes. Organizations can not know what it is known unless the entire business ecosystem is transparent. Workers need to be able find information fast. INCREASING SPEED OF ACCESS TO KNOWLEDGE

3) Power sharing: distributed power enables faster reaction times so those closest to the situation can take action. One of the big challenges for companies is that unlike information or data flows, knowledge does not flow easily – as it relies on LONG TERM TRUST BASED RELATIONSHIPS: DYNAMIC TWO WAY FLOW OF POWER AND AUTHORITY BASED on information knowledge trust and crediiltiy enabled by interconnected people and technology.

CONCLUSION:

THE HIGH VALUE WORK TODAY IS IN FACING COMPLEXITY not in addressing problems that have already been solved and for which a formulaic or standardized response has been developed. One challenge for organizations is getting people to realize that what they already know has increasingly diminishing value. How to learn and solve problems together is becoming the real business & human beings advantage.

COLABORACIÓN: ¿PARA QUÉ?

Para que nuestros lugares de trabajo sean un mejor lugar para trabajar: crear un espacio-tiempo donde la gente puede ser parte de una comunidad y crear con otros.

Para centrarse en lo que nos diferencia, nuestro valor añadido real. Lo que ya está resuelto es replicable por lo que permite que estructuremos el conocimiento (KM) y  nos centremos en la solución de los nuevos problemas, nuevas oportunidades, descubrir nuevos productos, crear mejores prácticas emergentes …

Ahorrar dinero: el mundo cambió radicalmente. Tenemos que ser sobrios. Tenemos que eliminar lo que ya no sirve. Tenemos que ser eficientes, ahora más que nunca.

COLABORAR? ¿CÓMO?

Narrar:  Haciendo explícito lo que es tácito. Narrar TRABAJO ES UNA MANERA PODEROSA DE CAMBIAR LOS COMPORTAMIENTOS.

Ser transparente. Compartir. Crear una cultura que tolera errores. Las organizaciones no pueden saber qué es lo que saben a menos que todo el ecosistema de negocios sea transparente. Los trabajadores deben ser capaces de encontrar rápidamente la información. AUMENTAR LA VELOCIDAD DE ACCESO AL CONOCIMIENTO

Intercambio de energía:  La energía distribuida permite rápidos tiempos de reacción para que quien esté más cerca de la situación pueda tomar acciones. Uno de los grandes desafíos para las empresas es que a diferencia de la información o los flujos de datos, el conocimiento no fluye fácilmente – ya que se depende de RELACIONES DE LARGO PLAZO BASADAS EN LA CONFIANZA:  FLUJO DINÁMICO – IDA Y VUELTA – DE PODER Y AUTORIDAD basado en la confianza

CONCLUSIÓN:

EL TRABAJO QUE AGREGA VALOR HOY TIENE QUE VER CON ENFRENTAR LA COMPLEJIDAD, no con hacer frente a problemas que ya han sido resueltos, para los cuales hay respuestas o fórmulas estandarizadas desarrolladas. Un desafío para las organizaciones es lograr que la gente se dé cuenta que lo que ya saben ha ido perdiendo valor. Cómo aprender y resolver problemas JUNTOS ES CADA VEZ MÁS LA VERDADERA VENTAJA CORPORATIVA Y PARA LOS SERES HUMANOS.