It is an empirical contrast between: the three phases of change planned according to Lewin (1947) that he calls, Thawing, Change and Re-freezing; with the instrumental personal values of the leader: responsibility, respect and honesty (beacons of light of his conscience); and his terminal personal values: freedom, inner harmony and wisdom (roots of his heart) Fardella (2011, pp. 343-349). Individual change does not guarantee organizational change, but without personal change there is no organizational change; In all phases of this process, the face-to-face leadership of the leader, both personal and group, is fundamental; if their values are not present in intra and interpersonal relationships, there will be no change.
Key words: Leader Values, Group, Change, Culture and Organizational Learning.
INTRODUCTION.-
An organization is more, much more, than its policies, its objectives and its systems. It is something that is perceived as soon as one comes into contact with it, we first observe more superficial aspects: its buildings and physical distribution, the treatment, the way of working, its climate and environment, etc. Later, as it relates to its people, principles that guide their behaviors, their values, the importance they give to certain things stand out; finally, we will be able to perceive certain glimpses of elements that are difficult to define, elusive, pervasive, that weigh on the attitudes and behaviors of its members at all times. A first step to define these phenomena were the studies at the Hawthorne Roethlisberger and Dickson (1939) plant, from them the concept of informal organization was born.With this term we have wanted to designate the set of relationships and norms that develop spontaneously within them, but it does not exhaust the series of phenomena to which we are referring. Other complementary concepts have been developed: climate, values, philosophy and character of the organization, among others. The concept of organizational culture has allowed a decisive step to be taken in the knowledge of these phenomena and of organizations.of organizations.of organizations.
The power of a well-organized team is superior to any organization built around one or two stars. The “learning of the organization will clearly be the focus of the companies that try to produce superior intellectual results through teamwork” De Geus (2002). Although they appear simple and disorganized from the outside, they are supported by a system of shared and unstructured values, which allows the informal organization to control the formal one. Ensures cohesion and effective leadership in teamwork Kets De Vries (1999).
If the process of forming a culture is part of the development process of a group; and both processes are influenced by leadership; Furthermore, a culture without a group is not conceivable, and this one without a culture; All of these processes must take place in unpredictable and unknowable environments. Then, the organizational adaptability required to face a relentless succession of challenges surpasses anyone's expertise. The sociological implications of quantum and chaos theory, both, suggest that the world is not a machine, but rather a set of: changing relationships. These are unknowable because any attempt to measure them alters them; Unpredictable because small differences in initial conditions can quickly produce very large differences in the future state of the Mc Daniel system (1997).
The only thing we have left in an unknowable and unpredictable world is: coherence, it's like navigating with a compass instead of using a map. “Maps, by definition, are only useful on known, explored, and mapped worlds. Compasses, on the other hand, are useful when one does not know where he is and only needs a general sense of orientation ”Hurst (1985). Maps can be the support of performance, while the compass and its needle, which operate as "human values", are the support of learning and renewal, that is, change. When its pace increases in technological, economic, political, and sociocultural settings, the same forces that were institutionalized can become a liability. Leaders have to start thinking now as architects of change,because the problem is not only how to acquire new concepts and skills but also how to unlearn the things that are no longer useful for the organization. Leaders endure chaos and lack of structure, are willing to postpone a conclusion in order to understand the problems in greater depth; they have much more in common with artists, scientists, and other creative thinkers Zaleznik (2004).
Organizations are chaotic social systems that cannot be regulated by rigid instructions or objectives. Its capacity for self-organization essentially derives from its components freely assuming a set of shared values or principles of action. Turbulent or high-energy chaos is something else: its disorder contains the seed of order. The state of chaos that organizes itself thanks to the appearance of the so-called “tractors” is the ideal substrate for creativity and innovation in organizations. In this state of self-organized chaos, people are not confined to narrow roles, and gradually develop their capacity for differentiation and relationship in continuous growth towards their maximum potential contribution to organizational efficiency. So,values act as organizers or "tractors" of the Fardella disorder (2011, p. 311). “Unless values and beliefs change, new processes, well designed as they are, will never work. Changing values is as much a part of reengineering as changing processes, ”Hamer and Champy Fardella (2011, p. 312) pointed out in 1994. Given the relevance of adaptation to the environment of all types of organization and its openness to internal integration; It leads us to study and investigate whether there is a relationship between the process of change and the leader's values.Changing values is as much a part of reengineering as changing processes, ”Hamer and Champy Fardella (2011, p. 312) pointed out in 1994. Given the relevance of adaptation to the environment of all types of organization and its openness to internal integration; It leads us to study and investigate whether there is a relationship between the process of change and the leader's values.Changing values is as much a part of reengineering as changing processes, ”Hamer and Champy Fardella (2011, p. 312) pointed out in 1994. Given the relevance of adaptation to the environment of all types of organization and its openness to internal integration; It leads us to study and investigate whether there is a relationship between the process of change and the leader's values.
Hypothesis: The strategic and operational potential of the values of the leader Fardella (2011), are the roots of the theory of planned change formulated by Lewin (1947), without these values written in the heart of all the members of an organization: it does not exist the change.
LEWIN AND FARDELLA.-
The planned change comprises three phases, which Lewin (1947) calls:
- First phase: Thawing. Its purpose is to awaken the motivation for change. Second phase: Change. Once the motivation is awakened, now it is about developing habits and / or attitudes and / or values. Third phase: Re-freezing. Stabilization of change. It is very common for a person to learn things in a training program or discover in a reading and then not incorporate it stably, either because it does not: it fits their personality, or it is not in line with what is acceptable in their framework. social relationships. This explains the importance of this third phase.
This has been used to understand a wide variety of phenomena, from the coercive persuasion exerted on prisoners of war to the learning process that takes place in a Schein executive development program (1961).
This leads to considering certain characteristics of the architect of change: the leader, those that go beyond having innovative ideas; he must know how to challenge the established (courage), persisting in the face of an adverse medium with the originality of his ideas (honesty); You must persevere in the face of failure (responsibility) and be a good communicator (assertive behavior) to overcome resistance to change (of habits). He achieves this with productivity (active and creative relationship for: himself, his neighbor and nature), this, alludes to three dimensions and values that are related to each other, in the Fardella sphere (2013b; 2011, pp. 349-350):
- … of thought manifests it in the understanding of the world through reason and truth. With his personal intrapersonal instrumental values (beacons of light of his conscience): Respect, Responsibility and Honesty, it leads him to the Ability to Forgive and radiate Joy.… Of feeling, he expresses it through love, the feeling of union with: the men, work and With his personal terminal intrapersonal values (roots of his heart): Inner Harmony, Freedom and Wisdom, which leads him to Personal Realization and Happiness.… of actionHe manifests it in productive work, the work done for: his own well-being, his neighbor and nature. With his personal interpersonal instrumental values: Respect (prudence), Responsibility (autonomy-self-control) and Honesty (truth), it leads him to: the Ability to Forgive and radiate Joy in his attitudes and behaviors.
These three chaotic systems self-organize their instrumental and terminal personal values to their tractors. They form a total comprehensive chaotic system: the leader.
ANALYSIS.-
Habits are curious, we strive to have them because they allow us to let our minds run on autopilot and relax in the comfort of: routine; This, does not have a positive connotation, the mass is carried away by habits, not by their own choice. It seems to be contrary to creativity and innovation, however neuroscience researchers have discovered that as we consciously develop new habits, we create parallel synaptic pathways, including entirely new brain cells that can leap from habitual pathways of thought to unknown ones. You must direct your own change by consciously developing and experiencing new habits. The more new things we try and the more we get out of our comfort zone, the more likely it is to change habit,at work and in our personal lives. It is not about eliminating old habits (they require a process), since the new habits that we deliberately generate create parallel paths that can bypass the old paths.
We can determine that the three phases: thawing, changing, and re-freezing Lewin's theory of planned change, are effective in personal and organizational change. Which would not be achieved without the direction (face to face) of the leader, whose prototype conforms to its content, a structured consistency of value in a personal way, of respect, responsibility and honesty. The organizational adaptability that a company (or institution) requires, to face an incessant succession of challenges in: turbulent environments; It is essential that the core of the organizational culture is made up of the leader's values; being its only purpose: to learn to learn Fardella (2015, p.23).Without these values placed first in the spheres of thought and then written in the spheres of feeling of all its members, whose total process is the leader's only and essential function, change will not occur.
RESULTS.-
The more openness (honest), adaptability (respect) and prolixity (responsibility) the leader is, first with himself, then with others, the more quickly he will produce the contagion and irradiation of: learning. Innovation for Peter Drucker, is not only or mainly a business activity, but a social attitude: ”However, innovation is more than a new method. It is a new perspective of the universe, of risk rather than causality or certainty. It is a new understanding of the role of man in the universe. And this means that innovation, rather than being an affirmation of human power, is the acceptance of human responsibility ”Fardella (2013a). The aforementioned is directly related to the responsibility for change, and the root of this personal value is freedom, that is, it must have autonomy and self-control (not attachment). To do it for the good of man and nature, guided by his conscience in a state of peace: inner harmony, only with a transcendent end.
The assertive behavior of the leader: contemplates the description of feelings, thoughts, opinions and preferences directly to the other person, honestly, appropriately and responsibly, showing respect for the other as well as for oneself. It consists of learning to respect and be honest with yourself while respecting and being honest with others, taking responsibility for your attitudes and behaviors in all areas of your life.
Mutual trust Fardella (2017a), which gives rise to spontaneous communication Fardella (2016a) and these two in turn are the foundations of mutual support Fardella (2017), are necessary to produce a sense of belonging to the group and collaboration, for change to occur. In addition, the leader must create a climate of freedom and inner harmony throughout the organization, these are his intrapersonal terminal personal values, the bases of: Bass Fardella's intellectual stimulation (2013b); and then take it to the action (attitudes and behaviors) of all its people with prudence: practical wisdom.
Teams are more creative and productive when they can achieve high levels of participation, cooperation, and collaboration among their members. Druskat and Wolff (2001) demonstrate that three basic conditions are necessary: trust, identity (sense of belonging) and group efficacy (productivity, group practical wisdom); These perform best when they foster a state of inner harmony. The chaos that organizes itself thanks to the appearance of the so-called “tractors” is the ideal substrate for creativity and innovation: change,in the company. A strange tractor, when it exists, is truly the heart of a chaotic system. If a particular system has been around for a while, states that are not extremely close to the tractor may well not exist; Edward Lorenz. Fardella (2011, p. 150) will never occur. An organizational culture that generates adherence, commitment and enthusiasm, is from the emotional connection through values, such as trust (responsibility, respect and honesty) or creativity (freedom, inner harmony and wisdom), where professional performance reaches its maximum quality Bolívar and Sánchez (2002).
Organizations must be considered as living systems, essentially as biological organisms, in continuous growth and evolution around a relatively stable nucleus (values), but with many changes around it. There is abundant empirical evidence, which affirms that behind the success of companies is a business culture based on ethical values strongly rooted throughout the organization García del Junco and García Pérez (1994). We are rapidly moving towards a global democratic and concerted culture, which does not reject spontaneous processes and better accepts chaos than a culture in which control is not imposed, but arises: self-generated coherence. Values are the core of human freedom, as they constitute daily deliberate choices or strategic preferences,in the medium and long term, by some modes of action against others, facing the survival or new life of a Garzón and Garcés system (1989). Values are part of the power of knowledge insofar as they guide daily behaviors, unite and give meaning to collective wills, serve to resolve conflicts and make change decisions Milton Rockeach Fardella (2006; 2012a, p.212).
The mind is not creative, all true artists, whether they know it or not, create from a place of no mind, of inner stillness. The mind in the "sphere of thought" shapes the vision or creative impulse that is born from the "sphere of feeling." With reason and truth, they serve to shape and structure innovation; and finally with the “sphere of action” it produces: change. Great scientists have said that their great creative achievements came in a moment of mental stillness. This surprising result is from a national survey among the most eminent mathematicians in North America, including Einstein, to know their working methods, was that "thought plays only a subordinate role in the brief and decisive phase of the creative act itself" Koestler (1989).In this way the three chaotic systems that make up the total integral chaotic system are related: the leader. “Creativity is born from the intrapersonal terminal personal values of Liberty and inner Harmony, its roots; in this state it gives life to Innovation, change with Wisdom ”
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