The intelligent man learns from his experience and the wise man from the experience of others. In the course of the last decades, training, transformation and development have become an essential factor for organizations, since they must quickly face the changes of the global market.
Each company, institution or company is made up of the people who work in it and these are the ones who shape the organization and the world of work. The communication that is established, the ways of thinking, how conflicts are resolved, etc., create the system of relationships and interpersonal behavior that governs the organization.
It is known, and we experience it daily, that changes at the global level have led us from physical work, to knowledge work, from mechanical technologies to process technologies, from manufacturing economies to service economies and from a cultural homogeneity to inclusion. of cultural diversity.
There is a new alignment between people with different backgrounds, experience, culture and new technologies, given that the working methods change so rapidly that they demand permanent training of human capital. But, what training should be implemented and from what learning will the proposed objectives be achieved.
According to the dictionary, to train means: to make one fit for one thing. So, taking the definition and with a simplistic vision, it is considered that; “A consultant or facilitator arrives and after an exhibition focused on the intellectual plane, he or she makes us apt to get on with new tasks”, thus ending the alleged training.
If this is so, we ask ourselves: what learning did people have, how did they incorporate and experience the knowledge transmitted, was it feasible to apply it to daily tasks and could they build a shared vision of why training, when the needs are ignored and emotions of individuals.
But, one wonders; What type of training should be designed for our human capital, if we want to obtain changes and transformations in the company that allow the optimization of the available economic and material resources and thus achieve a greater position in the market.
Currently, there is a more psychosocial vision of group training and this is organized from a “Convergent Learning” (AC) model.
It consists of considering the company as a living organism with an exclusive culture and the members in their personal dimension: training, experience, capacities, abilities, beliefs, expectations, emotions and intentions, it is a model, where knowledge of organization and human capital, with new proposals. AC, allows to build a shared vision of knowledge and experiences, reaching objectives and goals faster.
Before continuing to develop the applicability of AC, let me remind you that in late 2001, our society has the traumatic experience of going through an economic crisis, of social and organizational values. It was due to the implementation, in the 90's, of a neoliberal economic policy that caused a paradigm shift at all levels and especially within the workplace.
This labor paradigm, in one of its concepts, established as a requirement to maintain employment or enter it, be under forty years of age. The model was applied at various levels of work and caused the consequences known to all (unemployment and the loss of people with knowledge and experience).
We must learn from this traumatic situation, so that the new international and national panorama that is taking place finds us prepared and with the necessary knowledge to face the problems.
When considering today the global changes that occur from the technological, economic-financial, ethical, social and labor spheres, we observe new conceptions in relation to the human capital of companies. Research work allows us to infer that there is a need in organizations to retain talented personnel and "talent" implies "knowledge and experience".
We know that experience is only acquired with the passing of the years and it is these that allow us to be a generational link in the transmission and understanding of work situations that are also social. Man learns from the other and with the other.
The daily routine at work requires: knowing, negotiating and permanently resolving conflicts, coming to understand them in their quasi-total dimension, it is a process that requires time, therefore, the conjunction of time and knowledge gives experience. Necessary and essential experience to successfully develop a job.
I want to point out that people from the chronological age make up the generational chains, with which society is built, so that each generation is the base and sustenance of the next, in a transmission of successes and errors. Therefore, if this balance is broken, it implies that young people cannot expand their own knowledge, have an understanding and acceptance of a shared vision in a heterogeneous group, in formation, training, age and experience.
After this discussion, I return to what I had been expressing in the first paragraphs and it is, to understand that the proposal of an AC is carried out from an integrative and transversal perspective that can be experienced, taking into account the wealth that knowledge and experience of the members of the organization.
It is known that knowledge and learning are a fundamentally social construction and this occurs in personal interactions. Training must always be appropriate to the particular needs of each organization, taking into account the contexts where activities are carried out, as well as the needs, capacities and abilities of the staff.
Implementing the training from an AC, involves a group interaction, where the different formations and experiences, are articulated with the new proposals, allows to share and experience learning, express themselves freely and generate greater creativity in the members of the organization. It is proposed to incorporate the sense of transformation that use the reason for which it is done and thus gain autonomy, value and understand the need for it, at the same time that they acquire a maximum and multifaceted development of their abilities and skills. It is a dynamic and articulating model to achieve the objectives and goals formulated.
The scheme synthesizes the AC model, taking into account the needs of the company, the contexts and especially the diversity of human resources, to incorporate and experience the new knowledge.
The training with an AC vision is designed from the inclusion of the different actors involved, taking into account the different contexts that operate. Today in a globalized world with social and labor problems, large migrations between regions and continents, we must consider these factors when designing and establishing training that enables change and transformation to be achieved. To do this, it is necessary for organizations to analyze the new contexts that are presented at the international and national level and the social, family and educational schemes to achieve articulation between them and thus obtain the proposed objectives.
Bibliography
- Rafael Flórez Ochoa. "Pedagogical evaluation and Cognition" Editorial McGraw HillWendell L. French. Cecil H. Bell Jr. Robert A. Zawacki. "Organizational development. Transformation and Effective Administration of Change ”. Editorial McGraw HillEduardo Soto Pineda. José A. Cárdenas Marroquín. "Ethics in Organizations". McGraw Hill Publishing.
