{"id":23658,"date":"2019-06-03T00:00:47","date_gmt":"2019-06-03T00:00:47","guid":{"rendered":"https:\/\/humanorganizations.com\/change-the-change-management\/"},"modified":"2019-12-03T19:10:24","modified_gmt":"2019-12-03T19:10:24","slug":"change-the-change-management","status":"publish","type":"post","link":"https:\/\/humanorganizations.com\/en\/change-the-change-management\/","title":{"rendered":"\u00a1Change the Change Management!"},"content":{"rendered":"

[vc_row row_type=”row” use_row_as_full_screen_section=”no” type=”full_width” text_align=”left” css_animation=”” css=”.vc_custom_1500908382301{background-color: #ffffff !important;}”][vc_column][vc_column_text]Muchos managers se encuentran delante del desaf\u00edo de cambiar sus organizaciones para enfrentarse a sus nuevas circunstancias. Muchos ya tienen asumido que su principal funci\u00f3n es ser agente de cambio constante.<\/p>\n

 <\/p>\n

Pero\u2026 \u00bfPor d\u00f3nde empezar?, \u00bfC\u00f3mo asegurarse de maximizar la probabilidad de lograr una adaptaci\u00f3n en un tiempo cada d\u00eda m\u00e1s corto?, \u00bfCu\u00e1l es la mirada adecuada y d\u00f3nde mirar?<\/p>\n

 <\/p>\n

Muchos recordar\u00e1n la historia de la persona que busca sus llaves donde hay luz cuando sabe que las ha perdido en otro lugar. He aqu\u00ed una propuesta que espero, pondr\u00e1 luz donde no hay todav\u00eda.<\/p>\n

 <\/p>\n

A m\u00ed me gusta particularmente un modelo sist\u00e9mico que se basa en el trabajo conceptual del fil\u00f3sofo Ken Wilber quien cre\u00f3 la Matriz Aqal.<\/p>\n

 <\/p>\n

Esta matriz parte de la constataci\u00f3n que en cualquier ocasi\u00f3n, nuestra conciencia de ser humano est\u00e1 inmersa en un mundo interior, exterior, individual y colectivo a la vez.<\/p>\n

 <\/p>\n

Esta constataci\u00f3n da lugar a la creaci\u00f3n de una matriz elegante de 4 cuadrantes<\/strong>:[\/vc_column_text][vc_single_image image=”22031″ img_size=”full” alignment=”center” qode_css_animation=””][vc_column_text]En el Cuadrante Interior\/Individual se encuentra nuestro tipo psicol\u00f3gico, nuestros valores y creencias individuales, intenciones<\/strong>, sentimientos, nuestras inteligencias (cognitiva, emocional, moral\u2026), nuestros modos de pensar y de sentir<\/strong>, etc.<\/p>\n

 <\/p>\n

En el Cuadrante Exterior\/ Individual est\u00e1 nuestro tipo f\u00edsico, nuestros comportamientos, nuestros actos<\/strong>, etc.<\/p>\n

 <\/p>\n

El Cuadrante Interior\/Colectivo describe cu\u00e1les son nuestros valores y creencias colectivas, nuestras costumbres, nuestro inconsciente colectivo, nuestra cultura<\/strong>, etc.<\/p>\n

 <\/p>\n

El Cuadrante Exterior\/Colectivo describe en qu\u00e9 sistemas<\/strong> nos encontramos inmersos: sistema social, pol\u00edtico, infraestructuras etc\u2026<\/p>\n

 <\/p>\n

Estos 4 cuadrantes est\u00e1n sist\u00e9micamente ligados (cada uno influencia al otro) y configuran la conciencia del ser humano.<\/p>\n

 <\/p>\n

Como managers queremos producir un cambio que, m\u00e1s temprano que tarde, conducir\u00e1 a las personas a actuar de modo diferente para producir un resultado diferente. Los espacios de cambio que nos ofrece la Matriz son 4 y, para asegurar el tiro, mi recomendaci\u00f3n ser\u00eda trabajarlos de forma simult\u00e1nea.<\/p>\n

 <\/p>\n

\u00a1Propongamos nuevas formas de pensar y nuevas actitudes mediante diferentes mapas mentales, formaci\u00f3n, conferencias, coaching, conversaciones transformadoras del propio manager, etc\u2026!<\/p>\n

 <\/p>\n

\u00a1Inspiremos nuevas conductas a trav\u00e9s de la creaci\u00f3n y difusi\u00f3n de la Cultura Corporativa y su correspondiente definici\u00f3n de sus valores!<\/p>\n

 <\/p>\n

\u00a1Induzcamos nuevos actos a trav\u00e9s de la creaci\u00f3n de nuevos Sistemas (procesos, Lean Management, EFQM, Six Sigma etc.)!<\/p>\n

 <\/p>\n

\u00a1Impulsemos nuevas acciones a trav\u00e9s de objetivos individuales y del propio ejemplo del manager!<\/p>\n

 <\/p>\n

Aseguremos al m\u00e1ximo la coherencia y la alineaci\u00f3n entre los 4 cuadrantes para fluidificar y potenciar el cambio. Imaginemos una cultura corporativa que impulsa la Confianza<\/strong> que convive con un Sistema que fomenta el Control exhaustivo<\/strong> con un manager que NO da ejemplo de lo que predica<\/strong>, seguramente no llevar\u00eda el cambio a buen t\u00e9rmino. Menos mal era s\u00f3lo un ejemplo imaginativo.[\/vc_column_text][\/vc_column][\/vc_row][vc_row row_type=”row” use_row_as_full_screen_section=”no” type=”full_width” text_align=”left” css_animation=””][vc_column][vc_empty_space height=”50px”]Blog<\/a>[\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"

Muchos managers se encuentran delante del desaf\u00edo de cambiar sus organizaciones para enfrentarse a sus nuevas circunstancias. Muchos ya tienen asumido que su principal funci\u00f3n es ser agente de cambio constante.<\/p>\n","protected":false},"author":1,"featured_media":23660,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[168],"tags":[],"class_list":["post-23658","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"acf":[],"yoast_head":"\nBlog<\/title>\n<meta name=\"description\" content=\"Muchos managers se encuentran delante del desaf\u00edo de cambiar sus organizaciones para enfrentarse a sus nuevas circunstancias.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/humanorganizations.com\/en\/change-the-change-management\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" 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