Good leadership is not demonstrated by the leader's accomplishments, but by what happens after the leader leaves the stage. The proof is in what he leaves behind him. If the company collapses when its wonderful charismatic leader abandons it, then it was not a leadership, but, quite simply, a hoax.
Investigation
Can we define CHAOS as the absence of control?
Margaret "Meg" Wheatley defines chaos not as a state of disorganization, but as a process of reorganization. But once the reorganization is achieved, there will be moments of disorganization so that the system itself becomes more suitable.
When we are children we are open to innovate, until we overcome the obstacle, or to experiment, to try new approaches to everyday things or to the new discoveries that assail us; but then we are not yet "formed."
Over time we begin to program ourselves and be programmed to respond in one way or another to the stimuli we receive. To use common sense - for many the least common of the senses - and we stop seeing the options that open before our eyes, to react in an automatic and structured way, based on our experience and our paradigms.
There is a willingness in living systems to respond with renewed force to disorders, not balance. Disorder plays a critical role in giving birth to new forms of order, which becomes more evident as we leave aside our mechanistic vision of systems, and enter fully into the dynamics of living systems, of systems. social.
A stream is what Wheatley calls "Structures in Progress," which maintain their shape over time without rigidity or structure. The most amazing thing about the creek is its impressive ability to adapt, change its configuration, create new structures, and let its power centers move. The different forms that it acquires in the process of going from one place to another emerge and disappear, responding to the needs imposed by the (geographical) environment that shapes them. It has different types of response to the different obstacles it faces - it could hug a rock, or dissolve a sandbank, or go underground when the obstacle is too big, or consistently push until it overcomes the obstacle, or just wait, gather strength,and develop the necessary energy when you feel repressed to be able to continue on your way. His focus is his Vision, the way he achieves it is not so important, although he has to respect the fundamental principles that regulate the laws of the universe.
EMERGING FROM CHAOS
Investigation
Permanent structure is suicide. If we believe that acting responsibly means exercising control by getting your hands on everything, then we cannot expect anything other than what we already have… a millstone that breaks everything, and leaves us under destructive stress. Seeing people as machines implies the destruction of our essence: the human spirit.
Moving from Control to Empowerment requires a strong dose of courage, courage, challenges, and the method to create organizational conditions where the trust and commitment of the members prevail. Where ethics shapes our conduct.
According to "Meg" Wheatley: 'Ethics is the way we behave - when we decide we belong together.'
Charismatic, powerful, and highly visible: Oakley introduces us to a totally different leadership style.
True leaders understand this and provide Vision, support, and strengthen personal relationships with those around them, thereby empowering them to experience and update their own leadership. So when we talk about extracting the best from us, what we are talking about is creating a climate that invites people to take the step to exercise a role as leaders when necessary.
We must move away from the old paradigm where people pay homage to leaders, typical of an outdated management based on hierarchy and control. What we are talking about is the ability of our people to lead or follow, according to what the situation requires. That they are willing to exercise their leadership, but at the same time to take a step back when another person in the team is better able at that moment to be the leader: because they have more knowledge, or are better emotionally prepared to create that environment that allows extract the best from people.
The concept of leadership has been connecting with the way people relate to and in organizations: with the way we empower people. This process is based on "soft" aspects such as ethics and morals that have ceased to be religious aspects to become an integral part of the way we relate to our colleagues, suppliers and others affected by what the company does, or stop doing.
In aspects as delicate as incentives, remuneration and rewards, there is a change in the tendency of the influence of exogenous elements to develop intrinsic motivation, derived from the work itself.
Jack Welch, Chairman of the Board of Directors of General Electric sends us a warning message: let's avoid confusing leadership with popularity. If we try to be more popular than leaders, nothing changes. A leader needs to create the conditions for things to happen.
PERSONAL COMMENT
Chaos is not wanting to do things, (even knowing how to do them) while motivation is wanting to do things.
In this order of ideas, it could be said that the skill is obtained as a result of having a good motivation with the following characteristics:
• Education and formation
• Knowledge
• Training
• Experience
• Interest
• Dexterity
The employee who has these skills is a good candidate for the leader to motivate him and get good job performance from him by using his skills to the benefit of the Company.
It should be kept in mind that among all the assets of the company, human resources (intellectual capital) are the only ones that are valued while all the others depreciate.
Valuing them means to interest them, train them and develop them to obtain their loyalty and their best desire to want to do things.
Lack of motivation produces inefficiency and monotony at work, unproductive chaos and poor service quality and as a result of all this, a high percentage of staff turnover.
The chaos must be reduced with a motivation that produces a chain reaction that begins with the internal desire to satisfy needs that give rise to goal setting, which provoke actions aimed at their achievement and therefore, the satisfaction of those needs.
To motivate is to carry out actions tending to achieve reactions, therefore, to motivate is to induce the worker to act.
The leader should look for what are these actions called motivators, which he should use to make his staff react.
Most of an employee's needs are met when he feels that he has a secure job that allows him stability in his environment and consistency in his family economy.
MOTIVATION CONCEPT
Motivation is made up of all the factors capable of provoking, maintaining and directing behavior towards a goal.
In the example of hunger, obviously we have a motivation, since this causes the behavior that consists of going looking for food and, in addition, maintains it; that is, the more hungry we are, the more directly we will go to the right satisfier. If we are hungry we go to food; that is, motivation directs us to satisfy the need.
Motivation is also considered as the impulse that leads a person to choose and carry out an action among those alternatives that appear in a certain situation. Indeed, motivation is related to impulse, because it provides effectiveness to the collective effort aimed at achieving the company's objectives, for example, and pushes the individual to the continuous search for better situations in order to achieve professionally and personally, integrating it thus in the community where their action takes on meaning.
Motivation is both objective and action. Feeling motivated means identifying with the end and, conversely, feeling unmotivated represents the loss of interest and meaning of the objective or, what is the same, the impossibility of achieving it.
The most intense impulse is survival in its purest form when fighting for life, followed by the motivations that derive from the satisfaction of primary and secondary needs (hunger, thirst, shelter, sex, security, protection, etc.).
Motivation is the result of the individual's interaction with the situation. So when analyzing the concept of motivation, it must be taken into account that its level varies, both between individuals and within the same individuals at different times.
MOTIVATION AND CONDUCT
In order to explain the motivation-behavior relationship, it is important to start from some theoretical positions that presuppose the existence of certain laws or principles based on the accumulation of empirical observations. According to Chiavenato, there are three premises that explain the nature of human behavior. These are:
a) The behavior is caused. That is, there is an internal or external cause that causes human behavior, product of the influence of inheritance and the environment.
b) The behavior is motivated. The impulses, desires, needs or tendencies are the reasons for the behavior.
c) Behavior is goal oriented. There is a purpose in all human behavior, since there is a cause that generates it. The behavior is always directed toward some goal.
THE MOTIVATIONAL CYCLE
If we approach motivation as a process to satisfy needs, what is called the motivational cycle arises, the stages of which are as follows:
a) Homeostasis. That is, at a certain moment the human organism remains in a state of equilibrium.
b) Stimulus. It is when a stimulus appears and generates a need.
c) Need. This need (still unmet) causes a state of tension.
d) State of tension. Tension produces an impulse that results in behavior or action.
e) Behavior. Behavior, when activated, is directed at satisfying that need. Successfully achieve the goal.
f) Satisfaction. If the need is met, the organism returns to its state of equilibrium, until another stimulus occurs. All satisfaction is basically a release of tension that allows the return to the previous homeostatic balance.
The human being is immersed in a surrounding environment that imposes certain restrictions or certain stimuli that decisively influence human behavior. There is also no doubt that the organism has a series of needs that will partially determine human behavior. So, for example, when we are hungry we go to food. There we have a conduct. When we are hungry, a balance has been broken in our body; there is, therefore, an imbalance that we seek to remedy; then the organism acts in search of its hemostatic state. The "ideal" state would be to have a full stomach; But when this balance is broken, our receptors immediately communicate to the central nervous system that the stomach is empty and that it is urgent to refill it to maintain life. So that balance,This hemostatic state is broken and the organism seeks to restore it again. However, remember that homeostasis is not absolute but dynamic, in the sense of allowing progress.
The organism when activating the behavior, does not always obtain the satisfaction of the need, since there may be some barrier or obstacle that prevents achieving it, thus producing the so-called frustration, continuing the state of tension due to the barrier that prevents satisfaction. The existing or not released tension, when accumulating in the individual keeps it in a state of imbalance. However, to round off the basic concept, it should be noted that when a need is not satisfied within a reasonable time, it can lead to certain reactions such as the following:
a) Disorganization of behavior (illogical behavior and without apparent explanation).
b) Aggression (physical, verbal, etc.)
c) Emotional reactions (anxiety, affliction, nervousness and other manifestations such as insomnia, circulatory and digestive problems, etc.)
d) Alignment, apathy and disinterest
What is most often found in the industry is that when the routes leading to the workers' target are blocked, they usually "give up." Morale declines, they meet with their friends to complain and, in some cases, take revenge by throwing the tool (sometimes deliberately) against the machinery, or they choose improper behavior, as a way of reacting to frustration.
LEARNING THE MOTIVATION
Some behaviors are fully learned; Precisely, society is partially shaping the personality. We are born with an instinctive baggage, with an organic team; But, the culture is shaping our behavior and creating our needs. For example, while in a western city, when we feel hungry we go to eat a steak or a fish, or something similar, in China they satisfy hunger by eating dogs. There the dog constitutes an exquisite delicacy. In our culture this situation is not allowed. Likewise, in our culture it is important to use a knife, fork, napkins, you have to sit in a certain way, etc. to satisfy the urge for food. In no way do we sit down to eat when we go to a restaurant.
Moral norms, laws, customs, ideologies and religion also influence human behavior and these influences are expressed in different ways. Perhaps they are accepted and internalized as duties, responsibilities or incorporated into their own self-concept; but they can also be rejected. In any such case, these external social influences combine with the internal capacities of the person and contribute to the integration of the personality of the individual although, in some cases and under special conditions, it can also cause disintegration.
It happens that what one person considers as an important reward, another person could consider it as useless. For example, a glass of water would probably be more motivating for someone who has spent many hours walking in a very hot desert than for someone who had three cold drinks in the same desert. And even having a reward that is important to individuals is not a guarantee that it will motivate them. The reason is that the reward itself will not motivate the person unless they feel that the effort expended will lead to that reward. People differ in the way they take advantage of their opportunities to succeed in different jobs. Thus, it will be seen that a task that one person might consider to be rewarding may be seen by another as impossible.
The mechanism by which society molds people to behave in a certain way, occurs as follows:
1) The stimulus is activated.
2) The person responds to the stimulus.
3) Society, through a member with higher hierarchy (father, boss, priest, etc.), tries to teach, judge behavior and decide whether it is appropriate or not.
4) The reward (incentive or prize) is awarded if positive. If deemed inappropriate, it provides a sanction (punishment).
5) The reward increases the probability that in the future, when faced with similar stimuli, the predetermined response is repeated. Every time this happens a reinforcement occurs and, therefore, the probabilities of the occurrence of the desired behavior increase. Once this behavior is established, it is said that there has been learning.
6) Punishment is less effective; it decreases the probability of repeating this behavior when faced with similar stimuli.
7) Learning consists of acquiring new current or potential types of behavior. This scheme is not only valid to teach social norms, but also any type of subject. Once something has been learned, this becomes part of our behavioral repertoire.
CONCLUSIONS
It is important to institute a constant (MOTIVATIONAL) education and training program on staff to reduce and avoid chaos.
All people must improve with permanent education and constant MOTIVATION. This is the basis for the development of people at work. Furthermore, competitive advantage always has its roots in knowledge. Additionally, it must be remembered that quality begins with people and ends with people.
The first component necessary to successfully implement the change program is the total commitment to wanting to make a change program.
Chaos can be seen as part of a process in which there is temporary disorganization that serves to reorient the development of programs or work plans.
RECOMMENDATIONS
The leader must define a course of action, take measures, evaluate and rectify the procedures to achieve the transformation in the processes and avoid chaos for a long time.
Very importantly, leaders have to radically change their management models if the motivation to achieve the objectives is to be emphasized in the personnel. If this does not happen, the barriers will be insurmountable obstacles.
BIBLIOGRAPHY
Carrillo Penso, Rogelio and Yanixia Sánchez. EMERGING FROM CHAOS
With reference to the books:
LEADERSHIP AND THE NEW SCIENCE BY MARGARET WHEATLEY
Drops of Knowledge ©
Koestenbaum, Peter Dr. Leadership is not taught… LEARN
