Chapter 1 "Give me a lever and I will move the world"
This chapter provides tools to visualize a world as a composite and integrated system and not composed of separate forces, since all these forces are connected and united in the same system, only with this thought can intelligent organizations be created.
People are accustomed and ready to learn because from the time they are born, people acquire the habit of learning through sight, the senses or guided by example.
In the same way, people in an organization are willing and alert to learn or re-learn new behaviors and attitudes, in the previous example children learn through their parents, however in an organization their guide is the shared vision created by the creator of the company or top management. In order to achieve this commitment, it is important to take advantage of the enthusiasm and capacity of people at all organizational levels.
It is a myth to think that smart organizations are difficult to implement, but once keeping in mind that it is the nature of people to learn and they have a taste for it.
In order to be able to guide an intelligent organization, it is important to be consistent with people's own aspirations and not stagnate only in their basic needs such as shelter, food and the sense of making them part of a group, their needs go beyond, a of them are studied and established in Maslow's pyramid who raises 4 basic steps to achieve self-realization: basic, social, self-esteem and self-realization needs. If we unite these elements and direct them to the fusion of personal and organizational objectives, we will most likely obtain as a result an integral element that is a candidate to be part of an Intelligent Organization.
Disciplines of Smart Organization
If we make it important to invent something to innovate it, the achievement of this panorama is to combine different disciplines that we will detail throughout this chapter.
Currently 5 major disciplines are working to achieve Smart Organizations. These disciplines were developed independently, but like any group and mainly this type of Intelligent organizations, the decisive result is in use that is given to the disciplines.
Systematic thinking
Systematic thinking is precisely the understanding that every element is linked to the same system.
That is, if we exemplify this in a company we can determine that the problems that the sales, human resources, finance and production areas have are not isolated problems and must be treated independently, on the contrary they must be viewed as a complete system and all The problems presented are oneself that corresponds to the entire organization to solve it, since each of the parties is linked not only to the company if it joins a much more complex system, and that these decisions not only affect the company but even affect its environment.
Personal Domain
This point talks about the theme of focusing on what is really important to us as people and not focusing on the trifles that delay the effort to achieve personal aspirations.
A clear example is that people complain about what distresses them at that time or in short periods "if I already had the title", "if my boyfriend was more attentive", "if my family paid more attention to me"….. We pay all our attention to these points that we lose sight of our life aspirations, to develop in personal, work and social life.
The way we think and act today, in our present, are the stereotypes acquired from our childhood. Well, without realizing it, we develop in an environment where it is normal to act through assumptions and ideal images that shape our behavior and way of thinking. Unfortunately, it is not strange to feel observed and judged by our behavior regardless of whether it is good or not, because people raised in a "normal" social environment acquire the bad habit of finding a defect in each and every one of the things they have contact with. with them.
To become trainers of Intelligent Organizations it is vital to remove these mental stereotypes and renew oneself.
Building a shared vision
Only great leaders have the gift of transmitting and convincing people to follow a goal and commit in such a way that the vision becomes not only the leader but also becomes part of each and every one of the members of the company, that even without the presence of this figure that serves as a guide, they are capable of continuing to act under this shared vision that creates a unique bond of behavior and alters their lifestyle that creates a defined identity, with a common aspiration.
In order to build this vision, the stated goal must be tall and highly adept at combining personal and organizational aspirations. This technique is not like a cookbook, it is rather a set of guiding principles and practices.
How to do it?
What should be done is not to impose the vision, it is simply to sell them the idea and make it their own to guarantee a collective and individual commitment.
Sometimes the learning and the results obtained by working in a team are much higher than the individual results.
In many cases, the expectations established when working in a team are exceeded than when working individually, as long as the assumptions in the group are eliminated, because only then will they be able to discover previously inadvertent perceptions.
Not everything is rosy when we deal with the subject of teamwork, since each person is unique with their own ideas, training, experience, training area and lifestyle sometimes create defensive attitudes in the face of events or situations presented. When this happens you should not ignore it, it is best to discuss it and give it a solution at the moment in order to accelerate learning.
One of the fundamental pieces of intelligent organizations is in the importance and care that is given to work teams since companies grow faster if attention is paid to collective learning.
Although it is known that people have innate abilities, in the same way we know that skills can be acquired and this creates a continuous learning cycle, where the person detects their deficiencies, learns them and later puts them into practice.
The 5 disciplines differ from the traditional ones by acquiring personal skills, which modify the way of thinking, their aspirations and the way of interacting.
The fifth discipline
In order to be part of the fifth discipline, it is important that the five disciplines are developed as a whole, that is, as if it were a system.
The goal is to develop systematic thinking in the creation of a shared vision, to have a new perception of the world and especially of ourselves to feel part of this world in which we live, or else the expected results will not be obtained.
An intelligent organization creates its own reality capable of modifying it. Here the philosophical thought of Archimedes applies: "Give me a lever and I will move the world."
Chapter 2 Does your organization have learning disabilities?
Learning is essential at any level, culture or economic position, at the individual, social and business level. Businesses must get smart to finally put an end to superficial problems.
I am my position.
Many times people confuse their position as if their identity is fierce and with this mentality the employee can become inefficient and unproductive
The employee confuses the position as something that identifies him, does not understand his life without work, since through this, the employee begins to stop being productive in all his faculties.
External enemy.
As people we are always looking for a culprit for all the things that happen to us, but we do not realize that our enemy is ourselves from blind us to seeing the real world
The illusion of taking charge.
In order to make decisions, information on any intuition or impulse is essential, because if you do not have patience to make decisions, the results will be snatched and with a high degree of uncertainty.
Fixation on facts.
A good manager must see beyond the events that are taking place at that moment, he must be able to detect new opportunities.
The parable of the boiled frog.
We are sometimes so used to such prolonged changes that we are not able to detect what may happen, that when we realize that these changes get out of control. And when we want to correct them it is too late.
Chapters 3 Prisoners of the system or prisoners of our own thought?
This chapter designs simulation models where they create virtual reality, with basic problems resulting from common thoughts and interactions.
The simulation recreated in this chapter is known as the "beer game." In this game 3 great personnel intervene: retailer, wholesaler and the brewery.
The only goal of this game is to manage and maximize the earnings of each of the players in turn.
Below we will analyze each of the participants briefly and specifically.
Retailer
No matter the location, the appearance of the premises or if you acquire additional income through other products, what should be highlighted is that the retailer sustains itself from the sale of beer in its premises.
The situation is like this, when the retailer places an order. The order is requested and mounted to the distributor truck, the trucker distributes the beer to the wholesaler, the wholesaler uploads the order to their delivery trucks and they fill the order 4 weeks after having requested it.
This place handles various brands of beer, including a local beer called "lovers." Lovers is not a strong but constant sale for the retailer, for this reason it still continues to sell to its customers.
Suddenly something unusual happens, the lovers' beer doubles its sales in week 2 from 4 to 8 cases of beer. The retailer takes care of the case thanks to having a reserve stored in its warehouse. In the following week the beer runs out along with your inventory, it is best to order a little more beer.
The retailer is intrigued by the sudden growth of local beer, he talks to some customers and they tell him about a commercial with a new music video, which was liked in the market and therefore increased demand.
In week 7 after the appearance of the commercial, the retailer is a little worried that customers request the beer of lovers and there is no in stock, nor in the warehouse, he has requested increasingly larger orders, but remember that you must wait 4 weeks to start arriving, so you have no other choice but to wait.
In week 9 you are really distraught because the beer sells out fast and runs out before the next order arrives. He calls the wholesaler and says that the orders are late so he decides to order much larger than what he initially asked for, he went from ordering 4 to 20 cases of beer.
In week 12 he resigns himself to the fact that orders are late and is upset that he thinks about the income his business would have had if the requested beer had arrived weeks ago.
In weeks 14 and 15 the large orders begin to come in and finally in week 16 he has the entire warehouse covered and ready to meet the needs of his customers, but he realizes that the new customer forms are 0 beers.
You are left angry and bewildered by the drastic customer changes. All you have left is a full warehouse and wait for sales to go up so you can get rid of the extra beer you ordered.
In week 17 you continue to receive large quantities of beer and sales are no longer as accelerated as they were just 4 weeks ago, so you make a reasonable decision not to order more beer from lovers without first selling the stored beer.
Wholesaler
Distributor of all beer brands, however, their orders are not by boxes but by thick ones, 1 thick fills a delivery truck. He has in his warehouse 12 thick beer of lovers in reserve.
The first few weeks after the commercial, he was able to meet the demands without any problems thanks to the lovers' beer stock he had.
In week 8 the wholesalers are furious at their inability to meet the demands that the retailers are crying out for, you don't know what to do you panic and you also order from the factory three times what you normally ask for this local beer.
In week 9 you are waiting for the orders to be filled in a timely manner as the factory had been doing. But he realizes that the expected orders do not arrive, they arrive much less, which is scarce to satisfy all the demands.
In week 12 you have the same reaction from the retailer, you sigh and think about the big profits your business would have made if the factory had shipped the thick beer you requested. In week 14 and 15, large orders begin to arrive, but you notice a decrease in orders for the next few weeks.
In week 16 the large orders arrive but the forms from the retailers are at zero.
Now you find yourself frustrated and puzzled about the drastic change in demand from retailers.
Week 17 has its warehouse full and is eagerly awaiting new orders for Lovers' beer from retailers.
The brewery produces a variety of products and one of them is the beer of lovers, as it has a reserve warehouse it is quiet.
Week by week the orders are maintained and he has enough capacity to cover this demand, however, he notices an unexpected increase that doubles the sales of the local beer of the lovers in week 6, so he worries a little why it takes 2 weeks to get the order.
In the following weeks, the orders tripled, and on average, to incentivize the workers, it gave them production bonuses.
But despite the bonuses, the orders continue to increase and it does not have the capacity to cover so much demand so it decides to hire more staff.
The orders are so many that you are confident they will hold for a while longer. Entering week 16 the orders decrease and in week 18 the orders are 0.
But as this happened, you are left with overproduction, warehouses, high production costs, and a far greater number of workers than the plant could support.
When the manufacturer talks to the wholesaler and retailer, he realizes that orders will be at zero for almost a year since they all have their warehouses full of lagging product.
To everyone's surprise, the demand for beer is maintained, but due to the panic attack that became a chain, the orders grew enormously and got out of control for the 3 participants of the beer game.
Structure influences behavior.
This table lesson on how the behavior of a person or an organism influences the behavior of others and this is because they are all part of a system that despite their differences usually obtain the same results.
In the case of the beer game, the retailer kept its demand covered and had a stop for contingencies, but never imagined that the demand would rise to such a degree that it would be necessary to order and order, the result was that it did not take a control of how much beer he had requested and he let himself be carried away by his emotions that he over-demanded and mobilized the wholesaler to fulfill his orders.
The wholesaler, seeing that the demand grew frantically, demanded that the factory meet its expectations, since it could not meet the lagged requests.
The factory, for its part, received uncontrolled orders from wholesalers, and in an effort to fulfill orders, mobilized and trained new personnel with the expectations of increasing their productivity and streamlining the beer production process and fulfilling orders.
The result was fatal as the retailer's anxious behavior impacted on the wholesaler's behavior and caused him to react, which in turn bombarded the factory with orders, the factory acted on impulse and the result was that all players fell for it. panicked and frustrated and angry with the bottom line and the consumers.
Structure of human systems.
The interrelationships affect the behaviors of the entire system, These behaviors are reflected in decision-making, which, translated into an organization, is embedded in policies.
The policies are aimed at fulfilling the goals proposed in the planning.
The leverage point
This section teaches us how people most of the time make unexpected decisions or on impulse, and do not realize how it could affect and alter the behavior of all those who have contact with this system or make use of it.
Chapter 4 The Laws of the Fifth Discipline
When you think about making a change, you have to think that attitudes are contagious. For example, if you arrive at a place with negative attitudes, it is most likely that you will attract the same type of attitude as a response, and if a person arrives with an attitude positive, attracts compensatory responses from other people. The same happens in the company, if you want to change behavior and enter a warmer and more positive system, the actions will be pro-active and fruitful.
To find the best solution to a problem, the key is to be persistent and persistent. Well, if we see the problem as a challenge and not as a barrier, different means will be found to solve it.
Many companies today are looking for immediate short-term solutions to an immediate problem, the result of poor execution and long-term solutions are not thought of, however, these solutions become addictive and routine that we do not realize the evil that is it is doing to the company, because instead of solving the whole problem, it only gives immediate answers that in the long term lead to an unproductive dependency for the company.
When the phenomenon of cause and effect occurs, there are anomalies in the organization or people such. As an effect we understand the symptoms, and as a cause we understand the responsibility that is caused by the symptoms.
If we put this into practice, we can say that companies are carried away by this phenomenon. For example, if a company that manages the sales area realizes that the established sales goals are not what was expected, it is most likely that it deduced that the collaborators need greater incentives to strive to achieve their goal. The consequences of the results are due to the fact that we create a fictitious reality based on assumptions.
Solutions to difficulties must be given a strong point and with influence on the system in question. The results will be better if timely changes are implemented in the areas of leverage.
A good start is to see the complete structure rather than simple facts.
The answer to these dilemmas in cataloging and studying it from the systematic perspective and thinking of a lasting solution over time. If the departments made their contributions taking into account all the departments and not only thought from the point of view of the area to which they represent the solutions, they would be approached with systematic thinking, this implies not looking for the cause in external agents, since this type of thoughts suggest that there is nothing external, since everything belongs to the same system.
Chapter 5 A Change of Focus
Systematic thinking is a discipline to see wholes and not isolated elements, see patterns, and complete sciences.
Another approach that is given is a set of techniques and tools, divided into 2 branches.
- Cybernetic feedback Servomechanism
Faced with the impotence of providing definitive solutions, problems are viewed in a complex way and trust and responsibility are altered, the antidote for this type of action is systematic thinking, also known as the fifth discipline.
The basis of systematic thinking is to restructure our thinking to use the language of integral systems. This is that it is suggested to create solutions to guarantee a good future and not to react to the present with short-term temporary solutions.
When there are short-term and long-term consequences that affect different parts of the system is known as dynamic complexity.
To detect the cure of the causes, it is necessary to visualize the interrelationships between the components of the system, it must be seen from the systematic perspective. Essence of the fifth discipline:
- he visualizes the system as 1 only and does not divide it into parts. he sees process of change as possible and fruitful and not as temporary and inefficient solutions.
The main limitation to develop systematic thinking is that they interpret reality as linear and not as cyclical.
This is because we develop a sense of interpretation according to our preparation and perception of reality depending on the individual preparation of people.
Feedback is not a collection of ideas or points of view but the reciprocal flow of influence. The first cause of behavior is the structure of the system. Systematic thinking stipulates that all parties take responsibility for the results since the actions of all the elements generate consequences in the system.
Compensatory feedback works on goal purpose by stabilizing and targeting the goal.
On the other hand, there is the reinforcing feedback that details how small changes can improve or worsen the general situation of the company, generating great consequences.
This is mainly reflected in the behavior of bosses towards their subordinates, that is, if executives' expectations of their workers are high, they will have a positive or negative impact on the company.
This trust and commitment on the part of the collaborators, is translated into sales and becomes a "virtuous circle", where the main function is to make the consumer satisfied with the product or service purchased, so that they can talk with other potential customers who acquire it are satisfied and so on.
We have 2 cyclical cases:
- Virtuous circle, vicious circle
The virtuous circle is when a satisfied customer recommends other customers who obtain the same result and the vicious circle is when it starts badly and ends worse, the results are not as expected and the comments from the customers are negative.
Compensating processes
A compensating system is a system that seeks to stabilize a system with the objective of being happy and achieving the desired goals of the company.
Let's give an example of a manager who cut the budget of his department, and as a measure to "reduce" costs decides to lay off staff, this adjustment does not manage to deliver production on time and therefore gives them extra bonuses.
The compensatory process is what results from what really exists and what is desired.
Delays: The key is "finally"
The Japanese have stood out and promoted this discipline, as its objective is to reduce delays and control inventories.
The bricks of the "Systematic Archetypes" are the following:
- Reinforcing Feedback Compensating Feedback Delays
When a very intense or drastic change is applied, the results obtained are contrary to those expected.
Chapter 6 Natural Configurations: Patterns That Control Events
The most viable way of knowing the structure to which we belong is to study its behavior and learn its handling, otherwise it will be non-existent and the contributions will not make great changes in reality.
For a manager to make correct decisions in a company, he must understand its behavior, and observe the organization as a set of integral functional areas.
The archetypes we feel but are not observed, if an organism asks for advice either internally or eternally and provides solutions independently, it is most likely that it will solve the problem in the short term and for a specified time, however if the problem of jointly the results will be long-term and indefinite.
To put these tips into practice, the company must have an open mind, ready to break paradigms.
One of the factors for these behaviors to become counterproductive is due to stress and fatigue, since they minimize the quality of work.
This behavior is reflected in the previous figure, since an increase is printed a promotion in the company and reaches a point where the result declines and the effect is opposite to the expected one.
To support these results, they propose quality circles where the objective is to maintain open communication and provide optimal shared solutions by dividing responsibilities for the problem.
In order to reach a point of leverage, it is important to know and break down the archetypes of systematic thinking.
The first step is to identify the compensating process, to identify it it would be convenient to ask ourselves what is improving and what act produces changes in the improvements. The second step is to identify the limiting factor, which is to analyze what the decreasing action is and what factors intervene in it.
How to create our own Story of “load shifting.
It is suggested to identify the problem that worsens over time, and that by means of immediate solutions it is only possible to enlarge the problem, then to detect the symptomatic solutions that are those that temporarily relieve the symptoms.
The archetypes are those that contemplate from a broader perspective of knowledge, called: systematic thought.
Chapter 7 The Lever Principle
The key to systematic thinking is to find the point where changes, modifications and alterations respond satisfactorily in favor of the organization.
Decisions with very aggressive or impactful changes must be taken with preventive measures, and if possible to recreate a virtual simulation of the situation, to avoid unexpected and ineffective results, causing massive cuts in personnel or, where appropriate, the decline of a company.
A clear example of this situation was that of the WonderTech company.
In the first year sales rose unexpectedly, it was so high that they decided to build a new factory, and sales began to decline, so they devised a marketing plan plan with new sales strategies, the result was that Sales began to grow again, there was an accumulation of orders, and the managers decided to open a new plant to satisfy the market demands, and suddenly, there was a relapse in sales from which they could no longer be raised since their niche market was covered.
Chapter 8 The art of seeing the trees while still seeing the forest
This chapter tells us the importance of systematic thinking, since we must focus on the primary and fundamental part of the problem and temporarily put aside the secondary, because if we see the surface of the problem and it is solved with an immediate response, we will not get to diagnose the root of the problem and this circle will prevail until it is too late.
This chapter presents a very particular case of People Express, where this is clearly manifested, and determines that with adequate decision-making, innovative policies in the Human Resources area and a timely entry, the key to success will be lasting.
Chapter 9 Personal Mastery
The spirit of smart organization
If organizations and people learn through people who in turn continue to learn, this becomes a collective learning.
Organizational structures are not created to satisfy beyond the basic needs of people (financial, and belonging to a group), such as self-esteem and self-realization.
This discipline emphasizes that to obtain the expected results, it must develop a culture of growth and learning.
Dominance and dexterity
Every day we make decisions to solve our personal problems. However, the difference is that some people are reactive and others are creative.
This section refers to the fact of knowing the universality of things and making decisions based on the creativity of people, in order to provide solutions to problems by applying a different strategy than those we normally use.
The relationship between what we want and an image of what our current reality is is what is known as creative tension.
This means that we must take measures or direct our course and compare it with what we had planned, if necessary: correct it. The key to reducing the gap between what we want and what we have is learning, because with this we not only increase our knowledge, but it is also a means to achieve what we want.
Through personal mastery we detect what is needed, we provide more accurate solutions and we minimize risks.
This section states that all our lives we will be learning and willing to do so, what is sought is to reach that wisdom is total and the universe is infinite, so we will never stop learning.
The discipline of personal mastery
Next, we will discuss the principles of personal mastery
Personal mink
Generally this type of concept, most people have very vague or urgent goals, that is, they have goals to solve problems that distress them in the short term and it is difficult for them to see beyond.
The essence of the personal vision is retrospective, to know ourselves, about our preferences, priorities, which is what makes us believe and develop, to know our limits or let ourselves be carried away by creativity and break the barriers that limit us to do what we want.
Sustain creative tension
They are all the obstacles that prevent us from achieving what we want and push us to give up on our goals. We must have the will and hold on to it to know that it can be achieved, imagine all the details of our goal to let ourselves be carried away by our dream and achieve.
Vision and purpose are different since purpose is a way forward that sets an anticipated direction and vision is our destiny aimed at conquering our desired future.
Structural conflict: the power of helplessness
Fear, failure, helplessness and mainly resistance, stop our personal growth. However, impotence makes us make wrong and sometimes recessive decisions.
Fritz identified 3 strategies to combat the forces of structural conflict:
1. Allow the wear and tear of our vision
2. Manipulation of conflict - using anxiety and fear to achieve the vision
3. Willpower - Goals are achieved through motivation.
Beliefs change in favor of personal mastery through the accumulation of new experiences reflected in the gradual change of our reality.
Personal mastery and the fifth discipline
If people understand the essence of systematic thinking, they can have a better command over personal mastery and enhance its characteristics.
Chapter 10 Mental Models
Why the best ideas fail.
Ideas fail because, no matter how brilliant the strategy or idea, if they are not put into practice and policies and objectives are not established to carry them out, it will remain as a simple idea and not as a concrete fact that is carried out and achieves.
The dream is not seen as a totality, but as a systemic thought.
Translated this thought to companies, we can say that organizations remain in stagnation and decline of their company, because they do not renew themselves and create new programs or systems to renew their products or services, since they maintain their linear objectives and little Innovators, because instead of creating something new, they prefer to make small modifications that keep them constant over time.
The new perspective on business
It consists of developing competitive strategies to differentiate yourself from other companies in your own business, and the key is to develop skills through the application of shared mental models
Studies and identification of assumptions to develop a less problematic future.
The basic diseases of the Hierarchy
Develop mental models through openness and merit. This point details how the problems should be addressed without major complications. Merit determines managerial growth and stability to develop managerial skills capable of guiding the organization
The “learning planning and internal directories: managing the mental models of an organization
Based on input from Shell, managers have reflected on management in future circumstances, analyzed their alternate futures, and became more perfectionists in business changes.
Hanover makes distinguished insights and contributions on mental models.
- It specifies that a leader is related to continuous improvement in their mental models. Mental models should lead us along the path of autonomous decisions and that we should not only deal with a mental model, because we remember that mental models must be worked under thought Systematic Mental models are adaptable to any change in the environment or circumstances The role of the management act is not to make thoughtful decisions in the organization, it is to direct the organization as a comprehensive system to achieve an end Work teams develop greater competitiveness when working as a team than when working individually.
Reflection and inquiry: mental models at personal and interpersonal levels.
In order to evaluate a structure, it is important to know it from the inside and to know its way of operating to change those weaknesses that are found and improve in the environment where they develop.
Chapter 11 Shared Vision
The shared vision is not an idea that is imposed on the entire organization, it is an implicit force that unites organizations, that generates a conscious force and union. This is because there is a commitment to vision to the extent of shaping individual thoughts and attitudes to achieve collective goals.
It becomes as if the vision were palpable because the entire organization visualizes it as if it already existed, this creates a link with the entire system.
Why Shared Visions Matter
The visions generate an interest and creativity on the part of the collaborators and the organization in general for the achievement of a goal, however, the visions are not always developed in a positive way, because if the vision becomes defensive, that is, incapable of betting on something better rarely develops interest and creativity on the part of company members.
It does not matter what a vision wants to achieve, it matters the projection that it could achieve.
Discipline of building a shared vision
Shared visions generally have their beginnings in individual visions.
The foundations of a shared vision are in the values, interests and aspirations of the individual.
The key to achieving success in this type of vision is to crack the individual vision of the worker and the organizational vision, if the company manages to develop the vision of the individual, he will correspond in a positive way and link with courage, to achieve his individual vision and with This in turn drives the development of the organizational vision.
From shared visions to personal visions
When it is possible to promote shared vision in individuals, it goes from being “the company's vision” to “our vision”. The first step is to write a form otherwise the vision would not "come to life" within the organization.
This tool should not be seen as a solution to a problem, but rather as the path to a prosperous and competitive future.
Visions can arise in ascending or descending direction starting from the organizational structure.
Possible attitudes to a vision
- Engagement - particular interest of the system Enlistment - harness people's enthusiasm Genuine compliance - labor synergy Formal compliance - visualize the benefits of vision and do what is expected and nothing more Grudging compliance - worker does not see the benefits of vision, He only does what he is told for fear of losing his job Disobedience - benefits are not seen and they do not do what is expected of them Apathy - there is no interest in the vision.
Chapter 12 Team Learning
The alignment phenomenon is presented graphically below, which is when a team wastes energy, is not aligned and does not have a common direction. (A), team synergy (b), when there is little or no alignment, management is difficult team (c).
The discipline of team learning
There are no perfect paths, so the ideal is to make a decision when faced with a problem, regardless of whether it is the correct one or not, because whatever the results we will have a great teaching.
The main wealth that can be in a team is the diversification of ideas and ideas flourishing, detecting the most viable and putting it into practice.
The basis of all good performance is in the dialogue and the clarity of the message
Chapter 13 Opening
How to overcome the internal politicking that exists in organizations?
This section gives another point of view on decision-making, which are mostly taken by the person with the greatest power in the company, and does not exchange opinions.
Participative opening and reflective opening
To take an initiative and put it into practice, dialogue must be done to modify or shape new strategies. With dialogue we validate ideas and it is reflected to evolve, innovate or improve day by day
Openness and complexity
Nobody has a total mastery of all areas, throughout our lives we constantly learn, we never stop learning new things.
Total knowledge is difficult to achieve, every day, every moment we are learning, we never stop learning.
The spirit of openness is being open to new ideas and enriching ourselves day by day.
Chapter 14 Localism
This chapter refers that localism has 4 fundamental principles
- Release commitment Give freedom to act Test your own ideas Be responsible for the results of our actions.
When the person contributes ideas and commits, they acquire a higher degree of responsibility compared to if the idea is imposed.
When it comes to commitment, it is proven that workers do their job better when they are not being pressured under direct supervision, if human resources did their job well we can trust that the worker is trained to do their job well and with freedom to take decisions related to its performance.
In order to grow, it is necessary to learn to evaluate ourselves, and if we question our own knowledge we give ourselves the task of investigating and relearning how to do things. If we take these questions to the collaborators, self-assessment and commitment will naturally occur.
The last point stipulates that people must take responsibility for their own actions, take responsibility for their results regardless of whether they are good or bad, if people feel identified with the project, there is a high probability that they will make decisions aimed at the company's objective.
Localism supports a very interesting premise that establishes that, even a worker makes a mistake and makes a mistake, he is not punished or sanctioned, but is forgiven and forgotten, as this shows that the worker is committed to his work and makes decisions With the aim of improving, however, sometimes the result is not what he expected and he is certain that the path he took is not the right one. This premise is uncontrolled control, they can make decisions at their free will and the results are being controlled by themselves.
Chapter 15 A Manager's Time
This chapter tells us that the idea of sitting down and reflecting on what we are doing, where we are going and how we are going, has been increasingly put aside, because with the daily routine of the day we do not give ourselves time to sit and think, because We consider that we are "wasting" time instead of taking advantage of it, however, it is the executives themselves who set the strategies and when they face obstacles, instead of sitting down to reflect why the results were not as expected, they decide to change direction.
On the other hand, the executives are the ones who set the pace of work of the Workers.
Chapter 16 Ending the War Between Work and Family
How can personal mastery and learning flourish at work and at home?
An intelligent organization knows that it cannot support personal mastery, but promotes the aspirations of the individual in the same way.
If a company wants positive results for the company, it must have the ability to mix personal and organizational visions.
It is well known that if a person is not morally well or has family problems that torment him, he does not perform the same for the organization compared to a person who knows that he has the support of the organization and that the values they proclaim are compatible with those dictated by the individual.
The structure of the Family / work imbalance
The company must find a way to stabilize this situation, that is why large companies provide benefits that strengthen the bond with the family and for this reason constitute sports or cultural centers to maintain that stability and closeness with families.
Chapter 17 Microworlds: The Smart Organization Technology
How can we rediscover the curious child within us?
Microworlds are useful tools for companies in any department, as they use simulation to anticipate the possible variables of the factors or elements that intervene in microworlds.
Microworld 1: Learning about the future.
The author presents a case of sales in a company, where the objective to be achieved was to capture as many orders as possible and for this he needed to have a considerable number of sellers, because the orders were increasing the company was in the need to hire more staff. The result was a mixture of experienced and inexperienced salespeople who, given their lack of experience, shifted the burden to reducing productivity.
Microworld 2: Hidden Strategic Opportunities
To determine the influence of clients, it is necessary to work on the mental models of the participants.
Microworld 3: Discovery of untapped potentials.
It is analyzed how the microworld can detect wasted spaces and observe future actions through simulation and their consequences.
You can observe the variables independently and observe the alterations of the system if an element is modified. You can apply strategies and take risks that cannot be done in real life.
Chapter 18 The Leader's New Role
The intelligent organization requires new leaders, let us remember that intelligent companies seek the commitment of each of the collaborators so that they are self-directed and capable of choosing the best option and acting, then… What is the role of the leader?
Today's leader's role is to foster learning within their organization and to design functional smart organizations.
Previously the role of a leader was to direct an organization and give direction to the departments, now we know that this role can be performed by a director or general manager, therefore we can determine that the leader has time to design the future of the organization and As pillars of the organization, encourage systematic thinking.
Chapter 19 A Sixth Discipline
Currently some companies work under the criteria of the five disciplines known as: systemic thinking, but it is not ruled out that in the future new techniques or organizational models will be developed, perhaps in some part of the world someone is already developing the sixth discipline, which presents situations that for the moment we have not yet visualized.
Chapter 20 Rewriting the Code
This chapter decrees the importance of not only knowing what systematic thinking is about but that we must adopt it as a lifestyle. Where we open our eyes and realize that the world does not work by separate forces, it is impossible to see our planet as an isolated world, since we all live in the same place and we all have the same conditions to achieve our goals, the difference lies in the limitations that we as people impose on ourselves and the way we prepare to emerge victorious from unstable situations.
Chapter 21 the indivisible whole
The universe is indivisible, planet earth is indivisible because if we divided it, the world as we know it would no longer work. There are no impenetrable barriers, the limitations are put by the individual himself, by closing the mentality to a traditionalist and monotonous world. Systematic thinking has come to revolutionize and move executives from their comfort zone, who still do not identify what their main function in the company.
