When skills do not build confidence, the demon of doubt, insecurity and paralysis appears, all vectors of slowdown, enemies of development, productivity and the construction of quality of life.
Summary
“ Paradigmatic paralysis ” is a very frequent disease in institutions and companies where its speed of evolution is in the hands of managers who are incapable, short-sighted or excessively fearful of jeopardizing the investment entrusted to them, and who act by rigid paradigms that they would require additional effort to modify, in line with the real need for a demanding, dynamic and highly competitive environment.
The true meaning of business success is the creation of sustainable Value, in a current framework, legality and mutual benefit of all the entities involved, all consistent with the demand of the target audience, increasingly demanding and aware of its importance as it is owner of his determination and his money, although subject to competitive strategies of the competition with increasingly effective marketing, advertising and commercial tools.
Abstract
The «paradigm paralysis» is a very common disease in institutions and companies where their speed of evolution is in the hands of managers incompetent, shortsighted or too fearful of risking the investment that has been entrusted, and which act by rigid paradigm that require additional effort to modify, in relevance to the real need for a demanding environment, dynamic and highly competitive.
The true meaning of business success is sustainable value creation, in a current, legality and mutual benefit of all involved entities, entirely consistent with the requirement of the target, more and more demanding and aware of its importance as it is master of his determination and his money, although subject to competition competitive strategies of merchandising tools, advertising and commercial.
The famous Comfort Zone
One of the most powerful and effective opponents of productive change is the pseudo reassuring and caressing: comfort zone, the reason why many companies in all sectors have slept "the dream of the just", in a slumber of soft and destructive destruction of value.
How many capitals, jobs, products, services, equipment, expectations, dreams and futures have been diluted in the chaos and the ruin of negative processes that the indolence and the executive myopia threw up full-fledged by the pipes of the gradual loss, but total and unrecoverable, of a bad visionary smell, just for avoiding or not recognizing the moment and the strategy of a reorientation of the mission and organizational vision ?.
The "comfort zone" is a concept that has been very interesting to me since the first time I had knowledge of it.
The Comfort Zone is the set of beliefs and actions to which we are accustomed, and which are comfortable for us. That which is within our comfort zone we can do many times without major problem and it does not produce a special emotional reaction; on the other hand, what is outside our comfort zone makes us uncomfortable, causes us a certain rejection, causes us anxiety or nervousness, gives us stick.
They say that learning and personal growth only occur outside that comfort zone. And they say that personal growth is one of the greatest sources of personal satisfaction. Thus, the paradox occurs that in order to achieve satisfaction one has to expose oneself to discomfort, while staying safe and comfortable leads to frustration and possibly ruin.
They already said it: "do something scary every day". People who are successful are those who do what others are lazy, ashamed, or afraid to do.
We are going to have to improve a lot on that. The way to do it? "Just do it": "to learn how to make tamales, you have to make tamales".
Why change?
Some authors refer to the current era as the era of change due to advances, constant innovations and the speed with which they occur.
Any change causes threats for those who do not know how to adapt to the new situation.
Companies that don't adapt are in crisis. And crisis is nothing more than being a minute late for change. Then it must be changed before it is too late. "He who does not change over time will have to change over time."
But a change also represents a new business opportunity for those who know how to anticipate and detect what the market is asking for.
When should it be changed?
When you are getting good results, if you do it when strategies fail, it can be very expensive and unsuccessful.
What justifies the change
- Productive business developmentImprove and sustain return on investmentBetter use of installed capacityGenerate environmentally friendly processesOptimize the work environment and relationship with human capitalPermanent development of competitive capacityTake advantage of technological tools
Change themes: Focus analysis and action on:
- Internal communication: evaluate, update, facilitate, motivate, control Team building: selection, training, motivation, synergy Management by objectives: mission, vision, feasibility, strategy Project management: plan, do, verify act (PHVA) Time management: times and movements, installed capacity, processes Management skills: leadership, decision-making, assertiveness, vision Motivation of human teams: training, tools, incentives Effective presentations: communication techniques, multimedia, events Effective meetings: respect, punctuality, effectiveness, participation Negotiation techniques: mutual benefit, honesty, contribution, facilitation Sales techniques: motivated and trained teams, argumentation, reality Complaints handling: inquire, listen, solve, build trust.
Vital aspects of change
Topics from which our permanent management in search of productive and self-sustainable change cannot escape.
Internal communication
Communicate comes from the Latin comunicare, which means to share. We are convinced that Internal Communication must be an element that allows sharing the ideas and philosophy of senior management with the organization. And also to be able to know the state of opinion of the people. Knowing this aspect and knowing how to evaluate it in its proper dimension, must make it possible to know the pertinent changes that a process of profit and effectiveness merits, always in favor of growth.
Internal Communication is an indispensable element to create, educate, stimulate and share a philosophy, a vision, a mission, values and a strategy within an organization.
Organization
The implementation of changes that guarantee the improvement of the management in the organizations, increasing the quality and the productivity in a substantial way, gives order and invites to recognize the priorities, the action and the convenient process.
The design of strategies, in the optimization of company processes, in the application of systems, evaluation of management and its remuneration, and in the improvement of the organization and its functions, are vital and highly productive priorities.
Strategy in action
"The strategy is a two-way flow"
- Define the strategy and specify the departmental and personal action plans. Align efforts and objectives of all the people in the organization. Establish key indicators to evaluate the follow-up. Create the necessary mechanisms for its correct implementation, with constant control and evaluation. deviations, where and why, understanding the system as a constant and fed-back flow.
Selection
A correct recruiting policy is vital to have the best people in a winning team, meritocracy and mutual benefit will therefore be the melting pot of success in this vital aspect, which must allow the construction of Autological processes where people act with excellence even when your boss is not looking at you.
Decalogue of business change management
We are in a social-historical moment in which the changes take place more quickly than in previous times and I do not know if we all have assimilated the fear that it produces. Change is living in constant uncertainty about what will happen in the future.
Any businessman or manager must be up to date with changes in the different areas, social, technical or technological, as it is certain that it will directly or indirectly affect them.
"We cannot know everything, but it is advisable to have the phone number of those who are competent in each subject."
Always, from an open perspective, we can talk about the decalogue in the management of business change, Ten aspects:
- Analysis of the NEED for change
A continuous analysis of internal and external factors must be carried out in order to define the real need for change. This is why. Defining a VISION of the future state of the organization after the change
It is convenient to define in writing the future state of the company after the change. Its importance is obvious; If you don't know where you are going, you may end up somewhere else. "He who does not know where he is going, any path leads." Following a formal METHODOLOGY
Having a method means having previously established guidelines for action. A change management model is necessary, because otherwise it will become anarchy and we will never get where you wanted to go. This is how. Carrying out a good DIAGNOSIS of the situation
We refer to the definition of the present state, to the verification of the resources we have to manage the change. It is crucial to make a good diagnosis of the current problems, differentiating the symptom problems from the basic or fundamental problems in order to be able to act on the root of the facts. COMMUNICATION plan of your vision to the entire company
We will understand the need for change. In this phase, it is essential to be able to reach a people's commitment to change based on communication, leading to speaking in the same language and believing in the same north.Organization of a TEAM to manage the change
The presence of a competent and motivated team to manage the change is necessary. This team will be made up of ideologues and entrepreneurs. It will have leaders and managers, who deliver in collective synergy and talent, talent and contribution. You will get the COMMITMENT of the people involved in the change
First we have to identify the individuals who form the critical mass for the change to occur and seek their commitment. If the individuals who must make the change are not prepared for it, we may not achieve our goal.
There must be a minimum commitment from each person in the organization. Teamwork with unresolved commitment is the seed of success.Drafting of general and concrete OBJECTIVES
It is vitally important to define the strategic objectives and the tactics that are intended to be achieved with the change. It is essential that people know the specific objectives that are intended to be achieved with the change, since in this way the organization creates continuous demonstration effects and stimulates the change towards what is viable and convenient. The change process will be PLANNED, structured and controlled.
Once the objectives have been defined, it must be established how to reach them, defining the area of intervention, responsible, action and time of execution. The importance not only stow in planning but in structuring this planning and controlling itfor change to be directed by achieving sequential objectives consistent with the vision we set for the future. SUSTAINING the change achieved and you will be prepared for new changes
Once the change is achieved, it will remain the organization's status quo. A poorly implemented change can fade and lead us to the same initial situation after a certain time.
Fear of Change… Why do we resist?
“Change has no conscience. It has no preferences. It does not take prisoners. And change mercilessly destroys companies whose cultures don't adapt. ”
Analía Vecchi Pomphile (2006) tells us:
“Change is accelerating more and more. Before the company finishes adapting to a change, it is hit by several more. We live in a period of constant transition and the useful life of our solutions is getting shorter. What works becomes history in a moment. ”
Bibliography
- Attitudes towards risk: the entrepreneur's test. Luis Lorente, Executive Director of CEGA, October 8, 2004. Notes from the book: Business change by: Analía Vecchi PomphileGimon, Alonso. (2006). Theoretical Framework of Organizational Change. Royal Academy of the Spanish Language. (2006). "Innovate".Retamal Moya, Gonzalo. (2006). Change and Resistance to Change. Notes Professor Management Management Prof. Carlos Ramírez Unilibre.
