Changes in the environment of organizations and the need to constantly face new challenges and situations can have a negative impact on the performance of a person who is currently required much more.
People have the resources to achieve success and happiness in the workplace and personal, although sometimes they are not aware of how to overcome their shortcomings, this is one of the reasons why value as mechanism that conditions actions and results, allows you to slow down the environment and take control over it again.
Values are the strongest invisible element of organizational culture. It is a complex phenomenon, its importance and utility is given in:
- Define the Organization Profile. Identify core and shared values. Sustain the mission, vision and objectives. Promote lasting change. Understand what happens and why the attitudes and actions of its members. Maintain balance, communications, and needs for rewards, participation, cooperation, and satisfaction. Provide the means to achieve the convergence of interests. Develop a sense of identification among its members. To foresee the global or individualized effects that the making of different internal change decisions can have. Channel requests for external change phenomena, through new policies, strategies and other means.
Basic behaviors, norms, values and beliefs are constituent elements of culture.
Although none of the elements that make up culture by themselves and in isolation can determine it, values and norms (especially values) are powerful factors in the formation, consolidation, and change of organizational culture.
To achieve the implementation of change in an organization it is necessary to move from beliefs to behaviors through values.
These are guidelines for behaviors and behaviors and can modify norms and even not allow their development if they contradict them.
Sometimes the solidity of a value can give rise to new norms tending to reinforce that value, in case previous norms begin to lose their effect.
Therefore they are:
- Mechanisms that condition the actions and results. The hierarchical criteria and the basic principles of development, selection of solutions and strategies. Individual particular beliefs that are sustained in relation to what seems important. Assessment mechanisms about the just and unjust.
Organizational values must be shared (which does not mean that you are aware of it) so that they absorb the complexity of the organization, guide the strategic vision and increase professional commitment, thus manifesting themselves in the decision-making process and as part of these, within the actions to declare the mission, objectives and design the strategy.
Likewise, the values can serve as a guide to act in situations of uncertainty, for these reasons they allow:
- Contribute to increase effectiveness in the process of change. Help achieve strategic thinking. Strengthen the strategic attitude in leaders, at all levels of management. Protect strategic actions, continuous learning and the commitment of members of the organization.
Organizational values are at the service of man and the organization in which he works, they are not imposed by decree, because they would not be credible, if only just acceptable or obeyable, but they must be proposed, and taught by example.
For this reason organizations have to "create their value system", which will be well defined and in correspondence with their organizational strategy, work so that they are shared by all members of the organization.
If the above is not taken into account in the implementation of change in an organization, managers will lead with the cultural patterns acquired throughout their group experience in that place; with the difference that they will use new tools and techniques of strategic management, which will undoubtedly lead to the failure of this process, since the change has taken place, only at the observable level (visible part of the Organizational Iceberg).
This visible part of the “Organizational Iceberg” is made up of the component elements of the Technical and Management Subsystems, parts of the Socio-Technical System, (figure.1) while the Social Subsystem would be the invisible (largest…) part of the Iceberg ”, as shown in the scheme of (figure. 2)
At first glance what stands out or is easier to see in an organization are its most structured elements, the "formal" ones: the material resources it has; its results in terms of products, costs, profits; the organizational structure, type of organization and subordination; the technology; human resources, or hierarchies.
Also to a certain extent, behaviors and some rules (formal and informal) among other characteristics are appreciated.
However, in any organization, there are “informal” relationships that are not necessarily given by the boxes of the organization chart, norms that are not detectable with the naked eye or in one or two visits to the organization, feelings (individual or group) and after all These elements are values that make up the culture of the organization.
The invisible part of the Iceberg largely determines what is observed, but it is in fact that some of the upper elements have had an important influence on the shape of the lower ones.
A question that becomes evident in managerial activity is why, despite the training received over the years by some managers, it is difficult for them to have permanent personal change over time?
However, they can promote the achievement of the organization's objectives and even achieve professional successes, sometimes falling into what has been called the Success Trap, giving the situation that what sometimes made them succeed today makes them fail.
In reality, the environment changes and the needs of the organization are different, which requires an adjustment of current behavior and the acquisition of new skills, as well as special knowledge, where they combine feel-think-act.
Such a situation is not so simple, sometimes you are not aware of it, and feelings or emotions are manifested as: fear, anxiety, aggressiveness or frustration.
How to face such a situation so that the change reaches the levels of values and beliefs and can effectively impact the change in attitudes and behaviors and avoid such negative emotions?
The crux is in developing Emotional Intelligence, in line with the desired culture, which will allow a change at the deepest levels of this which causes paradigmatic transformations at the personal and organizational level, and allows a more real and lasting modification in behaviors..
The declaration of the desired culture is a fundamental step in the process of organizational change and has the objective of summarizing the position that the organization aspires to have in the future, which serves as a basis for attitudes and behaviors regarding the strategic actions that will be Projected, carrying out this process implies that the organization's personnel put into practice certain actions that lead to an action plan to guarantee that future declaration, and achieve commitment to the declared values.
The projection will include certain elements, some of which we consider cannot be ignored, these are:
Mission / Vision / Objectives.
Appreciation for the norms and behaviors that must exist to identify, understand and understand the mission, vision and objectives that validate or not, its permanence as a state to be achieved, considering how this will be varied when conditions change.
Achieve the habit of constant search and evaluation.
Values system.
Expressly clarify the desired values that will support the strategy, which should not be imposed, but will be guided to be shared by all the staff of the organization. Therefore, work must be done in this regard.
Work habits.
Type of level of fundamental activities within the work itself, how things are done in the organization.
How the customer is perceived and treated, how the reports are prepared, and the products, how the service is offered, among others. How the results of the work are shared or not from start to finish, how formal and informal channels of habit transmission behave.
Rites and Ceremonies.
Aspects that surround work, how it is encouraged, how it attracts attention, how behavior is influenced.
Examples: Assemblies, meetings, selection process, evaluation process, learning process, orientation in which decisions are made.
Organization, Communication and Internal Information.
How is the organization, information systems, formal vertical and horizontal communication, its organizational structure and its consistency with the strategy, how to appreciate changes in the climate when there is dysfunction, others.
Characteristics of the Directors
Orientation in decision making, ways to use in the search for solutions, knowledge, autonomy, how to express power, emotional coefficient, etc.
Actually the Declaration of Desired Culture is vital since the relationship between culture and organizational vision is strong. In this sense, the diagnosis of the previous culture -with an adequate orientation-to the strategic design, is the basis for it.
The declaration of the desired culture can be considered a strategic leadership tool and its base is supported precisely by values in order to introduce the human dimension into management work as a daily practice, hence the need to achieve this status is important and important Emotional intelligence development.
The diagnosis of Organizational Culture can be made by identifying the gap between the elements included in the Declaration of Desired Culture - previously exposed - and their current status.
In this previous study, Emotional Intelligence must be taken into account, as the true differential that is revealed, both individually and collectively.
In the world, David Goleman is considered the father of this measurement parameter. It was in 1998 that he published what would soon become a new "bestseller": The Practice of Emotional Intelligence.
Goleman builds his emotional intelligence proposition on the scientific findings of three main researchers, David McClelland, Howard Gardner and Joseph LeDoux, and incorporates the contributions of many other scientists such as Peter Salovey and Mihalyi Csikzentmihalyi. Your contribution is in:
- Find the connection between lines of research that had not previously been related. Reveal the practical implications for the general public and the business community. Convey the message in a universal language.
The most important conclusions of Goleman's work are in three directions:
I. The conceptualization of the term.
He defines Emotional Intelligence as "a form of interaction of the individual with the world and with himself, taking into account his own feelings and those of others and the importance of positively using emotions" and adds that it is "The ability to read our feelings, control our impulses, reason, remain calm and optimistic when we are confronted with certain tests and keep listening to the other ”.
II. Competitiveness between individuals.
Emotional Intelligence is considered a true differential, which is shown, both individually and collectively, as the fundamental indicator of competitiveness among individuals.
Scholars of the subject argue that although knowledge, experience and IQ (IQ) are important as essential requirements, it is emotional competencies, the factors that determine superior results in the workplace and the more complex this is, Greater is the importance of emotional intelligence.
Emotional Intelligence considers competencies as tools for individual and group improvement, which allow development as a human being to integrate with the possibilities of the environment and obtain the best mutual benefits from this complementation.
This type of intelligence includes two emotional competences: personal and interpersonal, which are grouped into sets, each of which is based on one of the five dimensions of Emotional Intelligence -which Goleman exposes- which are:
- Self-knowledge, self-control, self-motivation, empathy, social skills.
1. Self-knowledge:
It is the ability to recognize and understand our own strengths, weaknesses, moods, emotions and impulses, as well as the effect they have on others and on work.
The people where this dimension is manifested:
- They have skills to judge themselves realistically. They are aware of their own limitations and sincerely admit their mistakes. They are sensitive to learning and possess a high degree of self-confidence.
2. Self-control
It is the ability to control our own emotions and impulses to fit a goal, to take responsibility for our own actions, to think before acting and to avoid premature judgments.
People who possess this dimension:
- They are sincere and upright, They control stress and anxiety when faced with committed situations They are flexible in the face of changes or new ideas.
3. Self-motivation:
It is the ability to be in a state of continuous search and persistence in achieving objectives, face problems and find solutions.
This dimension is manifested in people who:
- They show great enthusiasm for their work and the achievement of goals above the simple financial reward. They show a high degree of initiative and commitment. They are optimistic in achieving their goals.
4. Empathy:
It is the ability to understand the needs, feelings and problems of others, putting themselves in their place, they respond correctly to their emotional reactions.
The people where this dimension is manifested:
- They are those capable of listening to others and understanding their problems and motivations. They are usually very popular and socially recognized. They anticipate the needs of others. They take advantage of the opportunities offered by other people.
5. Social Skills:
It is the talent in managing relationships with others and in knowing how to persuade and influence.
Those with social skills:
- They are excellent negotiators. They have great ability to lead groups and lead change. They are able to work collaboratively in a team and create group synergies.
It is not a personal requirement to stand out in each of them, but it is necessary to demonstrate a wide range of capabilities that allow reaching a desired state.
It is considered that it is not a requirement to stand out in each of the dimensions that make up the Emotional Intelligence competencies system, but it is necessary to demonstrate a wide range of capabilities that allow reaching a “desired state”.
- A level of self-knowledge of our potential as a human being and maximize it. Help manage our emotions in a way that guides the energies towards the achievement of objectives. Maintain and Increase the self-motivation imposed by achieving the desired achievements. Self-control required to guarantee future aspirations. Achieve a real understanding of others. Promote collaboration and synergy of work teams.
The objective of the development of competences is to stimulate the best use of the qualities of each individual so that they are coherently integrated into their work environment.
For this reason people can, with a targeted process, develop their emotional intelligence, and for this it is important to find a balance between the five dimensions. In consideration of the above, it is significant to note that the human being has the ability to:
- Recognize your feelings and those of others. Motivate yourself. Properly manage your relationships and that of others.
All of which allows the development of the competences considered in Emotional Intelligence.
To develop Emotional Intelligence in the organization it is necessary that all those involved in the realization of the mission and the fulfillment of the strategic objectives, develop their own. This is a reason that allows us to argue that the key to success in the development of Emotional Intelligence in the organization is precisely in the personal growth of each of those involved and in the effort that each of them puts into their efforts, as well as in the recognition of individual change and their actions for continuous improvement of their skills.
Developing our Emotional Intelligence helps us manage our emotions so that we take advantage of our potential based on the achievement of personal and organizational objectives, as well as allowing us to understand others in a more conscious and humane way.
Theoretical knowledge on Emotional Intelligence is not enough for its development, for this reason, organizations aware of its impact on the performance of human capital carry out programs to promote it.
The programs for the development of Emotional Intelligence in the organization cannot lose sight of the beliefs and values that are shared in it, which indicate a way of being and doing.
These programs must follow a methodological guide and use different methods and techniques to achieve this objective.
In most training programs, good technical preparation contrasts with the lack of relational skills. This encourages the continuation of autocratic models or other styles practically incompatible with the development of human capital in the organization.
Organizations that are firmly committed to the Development of Emotional Intelligence find in Coaching a model of inestimable value, to reach the person.
Coaching, through a structured methodology, carries out approaches that allow us to work on improving performance and developing people's potential.
The term Organizational Coaching is a concept that has been spoken about since the early nineties, and in our country it is not a well-known term in the business world.
Coaching is increasingly applied in companies and organizations of all kinds. The intervention of a professional coach, in work groups or staff on managers, is rapidly becoming a competitive advantage of the organization.
The following table is an example of areas and forms of intervention in a Coaching process.
Table.6
|
Scopes |
Forms of intervention |
|
Technical |
Clarification of objectives.
Training. Advice. Structuring of learning. |
|
Organizational |
It helps in clarifying the problem.
Multiply comprehension resources (internal and external). Differentiate your official speech and actual practices. Identify comfortable room for maneuver. |
|
Personal |
Make the representations work
Make aware of the deviation between intention and act. Offer the possibility of evaluating new behaviors. |
Reasons why Coaching is important for organizations:
- Facilitates people to adapt to changes in an efficient and effective way. Mobilizes the core values and commitments of the human being. Stimulates people towards the production of unprecedented results. Renews relationships and makes communication effective in human systems..Predisposes people for collaboration, teamwork and consensus building. It uncovers the potential of people, allowing them to achieve goals that are otherwise considered unattainable.
The specialists define Organizational Coaching as "the accompaniment of a person or work team (team building) based on their professional needs, for the development of their potential and technical knowledge".
This definition includes the concept of accompaniment, at the same time specifying the scope of Coaching: to professional needs and therefore eliminates private needs, which makes it possible to clearly distinguish this process from psychotherapy.
For this reason its formula is to assist the manager, the professional, the technician, in their development in the workplace.
Coaching is a process that cannot be imposed, if a person does not want to go through it or does not want to collaborate in it, it will not take place. The involvement must include both parties.
This entire process is carried out in the strictest confidence. It is necessary that only the interested party is aware of it.
Respect for the autonomy of the person is a principle of Coaching, this facilitates critical reflection, along with teaching them to find the solution to their own problems, for this reason the specialist in this process should: help managers to emerge the personal and professional potential, guiding learning, so that the disciple learns to find for himself the solution to his problems.
The types of Coaching with which you usually intervene in organizations are:
- Personalized coaching. Group coaching. Coaching training.
1. Personalized coaching or managerial development sessions address situations of help or potential development of managers. The most common reasons for intervention are usually: decision making, conflicts, stress, search for resources, development of competencies, support for promotions, etc.
2. The group coaching sessions aim to energize a group of people or managers. The most common interventions can be: problem solving, creativity sessions, conflicts, etc.
3. Finally, the coaching training actions allow the participants to develop the competencies of the coaches so that they know how to boost the potential of their collaborators and improve their performance.
Interventions can be structured: formal when a specific framework is established, informal when the coach takes advantage of day-to-day opportunities to use the model. And we can also use the methodology for our own self-development (self-coaching).
The “coach”, also known as a life coach, is a professional who helps the manager develop, he does not say what or how management should be exercised.
What he does ask are questions that allow critical reflection of his disciple with the aim that he himself responds and becomes aware of what he does wrong and what he does well and what needs to be changed in his leadership style.
In fact there are different types of Coach
- The executive coach:
Like the internal coach, it is a person subject to the rules and culture of the organization, but unlike this, the executive coach is a hierarchical superior and coach of his collaborators, in this sense he has a dual role, focusing on the results in the short term and at the same time and at the same time is a partner in its development, that is to say, it focuses on its accompaniment, this implies great care not to confuse the roles.
- Internal coach:
It is a worker of the organization itself subject to its internal rules. Their strength lies in knowing them since it is part of their organizational culture, which in turn can be a weakness when considering the relational proximity of the coach with the superiors and peers of the recipient, which can make it difficult for him to guarantee true affective neutrality.
- The External Coach
He is a consultant, one more supplier to the company.
It has the particularity of having an external vision or perspective, its own character makes it possessing great neutrality, in this sense there are no power or affective games over the people who surround the recipient of the coaching. His experience working in other organizations provides him with benchmarks that guide him in accompanying the person.
The coach is not a confessor, psychologist, psychiatrist or teacher, spiritual guide, as he is not a doctor or consultant, he is the key figure in the coaching process.
To be a coach it is necessary to have a solid, technical-scientific formation with a strong humanistic content. It can be complemented from psychology, pedagogy, sociology, philosophy, economics or other, but Coaching requires from us an ethical, personal and human dimension, beyond the professional dimension itself, this training must be forged in the experience, experiences, treated as a model and learning opportunity, with rigor and method to transmit it.
For this reason, you must be a professional in the business world, who has proven experience in senior management and has participated in executive training and learning processes.
It is the coach who meets periodically with the manager or the management team. The treatment between the two will always be equal to equal, as a relationship between collaborators whose purpose is to achieve a common goal.
The coach and the executive discuss and prepare the strategic plan that will have to be fulfilled and in an agreed period, the current situation or problems of the participant and the immediate objectives to solve it are analyzed in depth.
The coach is in charge of leading the person to whom he will provide his services, towards the success of his objectives once agreed and basically follows the following process:
- He makes an analysis of the starting situation, based on the strengths of his client. Establish a relationship of trust. Agree on a plan, objectives, goals. Follow the process closely, without seeming necessary, but it's there.
The field of work of a coach is wide and answers questions such as:
- Do you want to improve your relationships with others? Do you consider a change in your life to improve it? Would you like to achieve some great goal in your life? Do you want to know your possibilities? Do you not know your potential? Do you want to develop your skills?
The essence of Coaching involves enriching the mental model of the person to whom it provides the service, as well as increasing their level of consciousness and facilitating the passage to action. All this based on questions and descriptive or non-evaluative feedback. This process adds value to organizations because:
- Collaborators performance improvement. Develop the potential. Improve manager-collaborator relationships. Encourage leadership Facilitates motivation Increases involvement. Strengthens self-esteem.
To carry out the Coaching, it is necessary to take into account a process of change that includes the following phases.
- Description of the desired situation (objective) Description of the current situation (area of improvement or difficulty) Map of options and resources (generation and selection) Action plan (specific action plan) Results (control and monitoring)
In the first and second phases, the goal of the coach is to increase the level of awareness (sensory and emotional) of the disciple. This phase is essential, since we can only control what we are aware of, being aware gives us power to act.
In the third and fourth phases, the goal is to involve you in generating alternatives and creating an action plan (your plan). Finally, it only remains to establish how and when we will evaluate the results.
We are in times of searching for new business cultures, where values such as fair recognition, the sum of skills with responsibility, solidarity, justice and the acceptance of differences, the existence of a workplace where you can create with the other and for the other, to share challenges with the company and not from the company, to build a common space in which the man achieves the development of his emotional intelligence, knows how to exercise his autonomy and assume challenging roles, for this we have processes like Coaching, a Tool that can help us in this endeavor.
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