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Trayecto del Cambio. http://www.changejourney.org by Mind Map: Trayecto del Cambio. http://www.changejourney.org
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Trayecto del Cambio. http://www.changejourney.org

Con el Mapa del Trayecto del Cambio, ofrecemos un meta-modelo que puede acomodarse a sus metodologías, herramientas y modelos. Es un catalizador para el diálogo y la exploración de diferentes perspectivas. Por medio de la reflexión común, los equipos se habilitan para co-crear acciones sostenibles. Lea más acerca del background del Trayecto del Cambio.

El Ágora

Un lugar donde nos reunimos para dialogar. El Ágora es un punto de reunión para el diálogo, un lugar donde son reunidos diferentes personas, opiniones, hechos y enfoques, y donde ocurre el pensamiento colaborativo. Es un lugar donde  lo nuevo es encontrado, y un lugar donde podría ocurrir la transformaciòn y el cambio. En El Ágora se co-construye el futuro de las organizaciones, mediante interacción y diálogo. EL Ágora puede ser un catalizador frucífero para el cambio cuando son aplicados los siguientes principios: Desaloja tus pensamientos y mantente abierto para escuchar. Escucha los que los otros deseen decir. Indaga: haz preguntas constructivas y abiertas para entender más. Averigua sobre el propósito de los otros. (¿qué es importante para ellos en este momento?) No juzgues con demasiada facilidad. Las opiniones fuertes podrían cerrar el diálogo. Pon en suspenso tus supuestos. Co-construye: Mientras los otros hablan, intenta conectarte. No hay bueno o malo. Cada uno de los miembros del diálogo tiene sus razones para actuar. El positivismo provee energía. Anima al resto a participar. Martha Merril escribe: El diálogo, tal como ha resultado,  es una idea muy antigua reverenciada por los Griegos y practicada por muchas sociedades “primitivas” tales como los Indios Americanos. Sin embargo, ha terminado por perderse en el mundo moderno. Todos nosotros hemos experimentado algún asomo de diálogo - en especial en conversaciones que empezaron a tener “vida en sí mismas”, y nos llevaron a direcciones que nunca hubiéramos imaginado o planeado por adelantado. Peter Senge utiliza el trabajo de David Bohm para definir y examinar conceptos tales como teoría cuántica, perspectiva de sistemas, modelos mentales, pensamiento incoherente y sinergia en la medida que están relacionadas al diálogo. El pensamiento de Bohm y sus escritos saturan la reflexión de Senge acerca del diálogo. Por ejemplo, Senge cita a Bohm al identificar las tres condiciones básicas necesarias para dialogar: 1. Todos los participantes deben “poner en suspenso” sus supuestos, literalmente colgarlos “como si estuviesen suspendidos frente a nosotros”; 2. Todos los participantes deben considerarse mutuamente como colegas; 3. Debe haber un “facilitador” que “mantenga el contexto” para el diálogo. Entre los miembros de equipos que ingresan al dialogo de manera regular se desarrolla una interrelación única. Desarrollan una confianza profunda que no hace sino ayudar a llevar adelante las discusiones. Desarrollan un entendimiento más enriquecido de lo originales y únicos que son los puntos de vista de cada persona. Experimentan cuán mayores son los entendimientos emergentes cuando se sostiene el punto de vista propio con gentileza. Parte de la visión del diálogo es el supuesto de un “mayor reservorio de sentido” que es accesible solamente a un grupo. Esta idea, aunque parezca radical al inicio, tiene un atractivo intuitivo para los gerentes que han cultivado por largo tiempo los aspectos subyacentes de la indagación colectiva. Existen muchas prácticas que han sido desarrolladas en los últimos años para ingresar a un diálogo. PREGUNTAS PARA UNA EXPLORACIÓN MÁS PROFUNDA ¿Cómo nos aseguramos que se ha creado un espacio suficiente para el diálogo? ¿Cuáles son nuestros patrones profundos de colaboración y comunicación? ¿Cuál debería ser nuestro modelo de cambio? ¿Qué prácticas podemos desarrollar para ingresar a mayor profundidad y ver el futuro mientras se va descubriendo?

El Monasterio para la Reflexión Personal.

Un lugar donde estamos a nuestra propia merced para reflexionar profundamente sobre quiénes somos y quiénes queremos ser. Una organización es un sistema social. Y cualquier sistema social está compuesto por individuos, personas que tienen sus preocupaciones, propósitos y circunstancias, sus propios mapas mentales y sus propias y muy personales motivaciones. Todas las personas son un agente de cambio y nadie puede ser dejado fuera en un proceso de cambio. Las prácticas de autoreflexión son parte de una tradición ancestral, pero han sido relegadas de las prácticas de la gerencia científica hasta hace poco tiempo. Fue Peter Senge en 1990 quien denominó Dominio Personal a una de las cinco disciplinas centrales para las organizaciones de aprendizaje. Y fue Otto Scharmer quien durante el cambio de siglo subrayó la importancia del Ciclo de Aprendizaje profundo y reflexivo. Las personas con un alto grado de dominio personal viven en un “modo continuo” de aprendizaje. Nunca “llegan”. Algunas veces las expresiones del lenguaje, tales como el término “dominio personal” crean un sentido equivocado de certeza definitiva, de blanco y negro. Pero dominio personal no es algo que se posee. Es un proceso. Es una disciplina de toda la vida. Las personas con un alto grado de dominio personal son concientes de su ignorancia, de su incompetencia, de sus áreas de crecimiento. Y tienen una profunda confianza en sí mismas. ¿Paradójico? Sólo para quienes no logran ver que “el viaje es la recompensa” (Peter Senge 1990, La Quinta Disciplina, p. 142) Las organizaciones, para poder crecer, necesitan asegurar que las personas tienen oportunidades amplias de reflexionar sobre sus propósitos, sus relaciones, sus habilidades y sus actitudes. Sin prácticas y rituales de uso común, este punto a menudo queda perdido entre el apuro cotidiano. PREGUNTAS PARA UNA EXPLORACIÓN MÁS PROFUNDA ¿Cuáles son los supuestos asumidos en los que basamos nuestro pensamiento y cómo podemos retarlos? ¿Cómo nos manejamos con la incertidumbre y la complejidad? ¿Qué habilidades intrapersonales necesitamos desarrollar para ser capaces de ver el futuro mientras se va desplegando? ¿Podemos recurrir a alguien para hablar acerca de nuestras preocupaciones, circunstancias y necesidades más profundas?

El Centro para las Ideas y la Creatividad.

A place where we find new solutions through unlimited thinking. This is a fun place. In the Studio for Ideas and Creativity we employ positive thinking, unlimited by the past. Without crazy ideas, no organization can move forward and master the future. Everything around us only exists, because once somebody had a dream, which later on was realized. We know about the creativity of our great masters, like, for example, Leonardo Da Vinci, who could perceive technical innovations, which at this time were not based on any common knowledge. 500 years later, the helicopter, which had been dreamed by Leonardo, was invented. Or look at Albert Einstein, who was sitting in his (boring) math classes, imagining himself sitting on a light beam traveling through space. This once was the birth of the general theory of relativity. A great reasource about creative genius is the book series of R. Dilts: Strategies of Genius I-III. In fact each of us is creative in some parts of our lives. One might be an artist in furnishing her house, the other in playing an instrument, the third in formatting computer documents. But we rarely consider applying this creativity to other sectors. I really believe that creativity is a congenital characteristic. Not being creative in a particular sense (e.g., in painting, or speaking to public) is not a matter of skills, but a matter of belief. Of course, we won't become a Rubinstein on the piano within 5 days. But each of us is physically and mentally able to learn an instrument. Creativity is something that organizations either encourage or discourage - explicitely or implicitely. It is part of the organizational culture, deeply embedded in the DNA of the organization. But too much creativity can also be a threat to people. They might feel alienated, unrooted, unsecure if they have to depart from their standard practices. In organizations, you always need a mix of people: those who carry the good traditions into the future and those who discover new stars. QUESTIONS FOR DEEPER EXPLORATION What are our sources of creativity? How do we encourage people to experiment? How do we reward new ideas? How agile are we?

El Parlamento para las Coaliciones Formales e Informales

El parlamento reconoce que la vida en las organizaciones es inherentemente política - un proceso social complejo de personas construyendo juntas el futuro, por medio de sus conversaciones diarias. A guest article by Chris Rodgers, author of the book Informal Coalitions. QUESTIONS FOR DEEPER EXPLORATION   Formal organization. In what ways are the formal structures, processes and practices enabling or constraining achievement of the desired change? Cultural assumptions. What taken-for-granted assumptions might be inferred from people’s observable behaviours? How might these assumptions be helping or hindering the change process? Managers as role models. What specific things are managers doing - and not doing - that are reinforcing these patterns of taken-for-granted assumptions? What might they usefully do differently? Shifting the conversations. Who are the key players in this ongoing conversational process? Which people always know ‘what’s going on’ and how people think and feel about planned changes? Which individuals are having the most significant influence on local sense making and action taking? How might local leaders ‘tap into’ these conversations and help shift them in organizationally beneficial ways?  

La Oficina de Hechos y Números.

Un lugar donde comparamos hechos y generamos sentido de ellos. ¿Qué es un hecho? What is a fact? We observe and make different perceptions on the reality around us. And when we start to discuss an issues, we select different facts, out of 100 facts, one person will pick 5 and another person will pick another 5 facts. Facts become relevant facts when they are shared. Then, they are a starting point for people to agree on - as long as this is not the case, they are just opinion. So, when exploring facts, it is important to get an agreement on which facts you share. In their book Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management, Jeffrey Pfeffer and Robert I. Sutton suggest that there are three common management flaws in dealing with facts: non-systematic benchmarking, grounding decisions on what has worked in the past, and following deeply held but yet unexamined ideologies. Evidence-based management is based on five principles: Face the hard facts, and build a culture in which people are encouraged to tell the truth, even if it is unpleasant. Be committed to "fact based" decision making -- which means being committed to getting the best evidence and using it to guide actions. Treat your organization as an unfinished prototype -- encourage experimentation and learning by doing. Look for the risks and drawbacks in what people recommend -- even the best medicine has side effects. Avoid basing decisions on untested but strongly held beliefs, what you have done in the past, or on uncritical "benchmarking" of what winners do. A great tool for exploring facts are the "reporter questions": What? When? Where? How? Who? If you want to explore facts, you can always get a big benefit from these question. QUESTIONS FOR DEEPER EXPLORATION   What are your facts and what are my facts? What is your opinion about the facts? How do we know that we know? Can we find other, independent sources for facts?  

La Corte de los Conflictos

Un lugar donde tomamos conciencia de los conflictos y los apreciamos como oportunidades de aprendizaje. In a Change Journey, conflicts are inevitable. Why is that so? Because all people have different needs, concerns and circumstances, and consequently when they are faced with imposed change, they react emotionally. Every person has the natural skills to deal with conflicts but when we are involved, we face problems to dissociate from our opinion - we believe that our opinions are beased on facts and that they are the universal truth. We need to accept the fact that conflict is part of any change journey but we don't want conflict into a mutiny. What is conflict actually? In most cases, comflict arises from perceived incompatible differences resulting in * indifference * interference * opposition * open or hidden resistance Reasons for conflict in change processes might be the perceived loss of control over systems, different views on people's engagement and performance in the process, conflicting goals, changing roles and responsibilities, and many other grievances. For more, see the following chart from newresolution.org: When two persons, or a team gets into a conflict, the first thing they have to acknowledge is that they are in a downward spiral that leads to further disagreement, defenece and distraction of value. A simple sentence like "Hey, we are heading down the drain in a never ending conflict! Let us stop for a second and agree that we disagree" can interrupt the viscious cycle and help to cool down emotions. There are many different tools and techniques to deal with conflict in teams and organizations and many of them go back to a few original models: * Transactional Analysis ("We should behave as adults when in conflict") * Theme Centered Interaction ("There is always an I, a We and an It we need to take care of.") * Worldwork ("There are different layers of common and individual consciousness which might not be in harmony.") What happens if we do not address conflict is obvious: we enter into a cycle of waste which gets larger every time we go into an encounter. Looking for facts and for common purpose might be a starter to get out of the downward spiral. For more insight on conflict resolution read the seminal paper of Chris Spies: Resolutionary Change: The Art of Awakening Dormant Faculties in Others (PDF) Here are Chris' key assumptions: 1. Conflict is a necessary and inevitable dynamic in all human relationships. 2. Conflict transformation is a skill and an art. 3. Resolutionary change is as much a matter of attitude as it is of knowledge and skills. 4. It is possible to design and facilitate safe spaces that build mediative capacity. 5. There is no substitute for local ownership. 6. Change is in the first place (but not only) a personal or individual matter. 7. People in conflict, if given an opportunity and support, have a great deal of resilience and dormant faculties. 8. Process is as important as outcome. QUESTIONS FOR DEEPER EXPLORATION What is actually happening right now? What are the deeper patterns of our conflicts? What kind of energy are we getting out of the tension (destructive or constructive)? What rituals can we establish that help us to get out of a destructive spiral?

La Casa de la Ópera de las Emociones

Un lugar donde reconocemos y apreciamos que las emociones son una parte integral de la acción humana, y no pueden ser excluidas cuando queremos implementar el cambio. No olvidemos que las pequeñas emociones son los grandes capitanes de nuestra vidas, y que las obedecemos sin darnos cuenta. ~Vincent Van Gogh, 1889 Desatender las emociones y sentimientos como un elemento central de las relaciones humanas ha sido una larga práctica de la gestión. Toda la filosofía de la gestión de proyectos está basada únicamente en el pensamiento lineal, racional. Sin embargo, la neurociencia ha demostrado que ninguno de nuestros pensamientos está libre de emociones, y que nuestro cerebro es incapaz de percibir objetivamente el mundo alrededor nuestro. Cualquier raciocinio o toma de decisiones humanas contiene procesos neurológicos inconscientes, que mezclan las emociones con lo que percibimos como hechos. Aunque podemos intentar dominar nuestros sentimientos conscientes, no podemos aislar nuestro razonamiento de nuestras emociones inconscientes. Por lo tanto, acéptelo o déjelo: ninguna interacción humana libre de emociones. Np existe una categorización clara de las emociones: algunas son reacciones muy arquetípicas a la amenaza o al estímulo, moderadas por la Amígdala,una parte muy antigua del cerebro. La respuesta usual a tales a menudo estresantes estímulos, es pelear - huir - congelarse  o apaciguar. Se producen otras emociones en partes más nuevas del cerebro, como el crotex, y a menudo son más complejas que las reacciones básicas de supervivencia anteriores en partes  Pero en cualquier caso, solo podemos dominar la influencia de las emociones en nuestro trabajo si somos conscientes de ellas y comprendemos que una gran parte de nuestras conductas no se basan en el pensamiento racional únicamente, sino emparejado con emociones. Lo crucial, sin embargo, es que somos mucho mejores detectando las emociones en los demás que en nosotros mismos... De otro lado, las emociones son un gran conductor - pueden motivar a las personas más que ninguna otra cosa. La pasión, orgullo o gozo es lo que permite a las personas levantarse en la mañana y empezar su trabajo con alegría. Y finalmente, obtenemos cada vez más evidencia que las emociones son parte integral de la toma de decisiones. N el video que sigue, Antonio Damasio, un investigador reconocido y profesor de neurociencia en USC, discute sus experiencias de trabajo con personas con daño cerebral que son incapaces de decidir cisas tan simples como dónde ir a comer. Qué significa ello para los negocios. http://www.youtube.com/watch?v=1wup_K2WN0I&feature=player_embedded PREGUNTAS PARA UNA EXPLORACIÓN MÁS PROFUNDA   ¿De qué manera hablamos acerca de las emociones en nuestras reuniones y encuentros? ¿Cómo manejamos nuestras reacciones emocionales y las de otros? ¿Qué mecanismos, rituales y estándares tenemos para manejar nuestras heridas emocionales? ¿De qué manera expresamos nuestra alegría y satisfacción?  

El Observatorio de Señales Débiles

En el Observatorio prestamos atención a señales débiles que conducen a un entendimiento más profundo de lo que está ocurriendo. Strong signals about things going the wrong way are easy to notice in an organization - or even to measure by numbers. Strong signals will show up anyway and everybody will be concerned about them. When we notice strong signals we know that something needs to be done. Weak signals however are more challenging but also equally important. They are based on intuition and feelings. In an organizational or team setting, how can we notice that we are heading the wrong? Are we sure that we are lost? Weak signals are often neglected in organizations in which people don't speak up. they expect that the messenger will be shot or they just don't care. On the other side: in organizations that drive on passion, people might not be ready or able to notice the first indicators of problems along the way - because in passionate organizations people tend to be "belivers". The Mindsystems Blog (published by John England) writes on the Theory of Weak Signals: Have you ever asked, “Why didn’t I see that … it was right under my nose all the time?” What you were expressing is an example of ‘Weak Signal Theory’. The fact is that we are constantly bombarded with ‘Weak Signals’; some because they are genuinely weak and some because out brain has suppressed them. The automatic filtering of information is designed to prevent sensory overload. A good example of such overload is found in autistic children who have difficulty in concentrating. It is not so much that they cannot concentrate rather they do not really know what to concentrate on and how to screen out the ‘background noise’. If we are going to detect these weak signals, we need to devise a strategy. Firstly, let us jot down some key points. We need to: Do something to cut down the background noise Be on the alert for the smoke screen that ‘Conventional Wisdom’ can throw up Develop techniques to “see the emerging patterns” in the chaos which is information overload Look for and expect the unexpected. Adjust our attitude to seek success in the unusual and the marginalised ideas and opportunities     (developed by Vesa Purokuru and Antti Huntus) QUESTIONS FOR DEEPER EXPLORATION How is the energy for change? Is there enough dialogue going to keep us moving? What are the small signs of failure or resistance? Do we avoid to make decisions?

El Portal de los Objetivos

Sin logros no sabemos adónde nos dirigimos. Éste es el lugar donde co-definirlos. El establecimiento de objetivos es importante para implementar el cambio en una organización. De la investigación y desarrollo, marketing y ventas, desde la planificación de la campaña de activismo, el establecimiento de objetivos puede ayudar a la gente realizar cambios más rápidos y, en algunos casos, incluso puede aumentar las probabilidades de que el objetivo es el éxito. "En pocas palabras, aquellos que toman acciones concretas los objetivos , y hacer el esfuerzo para hacerlas realidad, son mucho más propensos a alcanzar los objetivos que los que solo arbitraria afirmación de que un cambio se hará ". (Gilmore Sara: Guía de configuración de objetivos) Aunque sabemos que en los procesos de cambio que raramente llegan a nuestras metas originalmente previsto ("El viaje nos va a enseñar"), los objetivos de motivar y dar energía. La gente ama los objetivos, en particular, cuando tuvieron la oportunidad de co-crearlos y si se comunican adecuadamente  Hay prácticamente cientos de diferentes herramientas y metodologías para desarrollar y definir las metas, pero la mayoría de la gente estaría de acuerdo en que los objetivos deben ser SMART: Specific - Específicos: Ser sin ambigüedades en cuanto a exactamente qué es lo que queremos lograr. Measurable- Mensurables: Alcanzar sus objetivos es un proceso paso por paso. Visite el Observatorio de Datos y cifras tan a menudo como sea posible. Attainable- Posible: Realiza tus metas realistas, los rompe abajo en más manejable y trozos. Relevant- Pertinentes: ¿El objetivo tienen un significado real para el objetivo general del negocio? Time Frame- Marco de tiempo: ¿Cuándo usted quiere lograr su meta?Image by Colleen Flood QUESTIONS FOR DEEPER EXPLORATION   How clear is the goal of the change? Is it SMART (specific, measurable, attainable, relevant, time bound? Who owns the goal? How would we know and how would others know that we have reached the goal?

La Prisión de la Incapacidad y Resistencia

Un lugar donde reflexionamos sobre la razón por la que no podemos avanzar. In any change process, the dominating theme of management is usually what is perceived as resistance to change. Armies of consultants and organizational psychologists are hired to help “overcome resistance”. In reality people usually do not resist change but they have hopes and fears, and they have concerns, purposes and circumstances. If these are not acknowledged, people stop collaborating. When you feel resistance to change, you should be happy: this is a signal for you. The signal could mean: there is something wrong with the change project, or: the message hasn’t reach the hearts of the people, or: it hasn’t been properly communicated. Or maybe, we haven’t got the right mix of skills and attitudes that we need. When asked, most people would state that they do not resist to change but the others around them (their staff, their leaders, etc.). Exploring the root causes and starting a genuine dialogue about why it is hard to implement change might be a start...   QUESTIONS FOR DEEPER EXPLORATION   What do we know about people’s perceptions of the proposed change? How do we respect people's needs, concerns and circumstances in the change journey? Who has been involved in this change journey, and is the cycle of involvement wide enough? Is this a change which contradicts our culture, values, principles and maybe even our purpose?  

El Cementerio de los Viejos Hábitos.

Un lugar donde ubicamos y reflexionamos sobre qué hábitos nos impiden avanzar y cómo podemos cambiarlos. Habits help us through the day, eliminating the need to strategize about each tiny step involved in making a frothy latte, driving to work and other complex routines. Bad habits, though, can have a vise grip on both mind and behavior. Notoriously hard to break, they are devilishly easy to resume, as many reformed smokers discover.   A study of the MIT has shown why. Important neural activity patterns in a specific region of the brain change when habits are formed, change again when habits are broken, but quickly re-emerge when something rekindles an extinguished habit -- routines that originally took great effort to learn. "We knew that neurons can change their firing patterns when habits are learned, but it is startling to find that these patterns reverse when the habit is lost, only to recur again as soon as something kicks off the habit again." (from MIT News)   The same is true for teams and social systems. Organizations try to maintain their patterns and usually repair disfunctionalities quickly. Change means that things will not necessarily be like they used to be. When we want or we have to change something it evidently means that we need to quit or give up from something. Giving up is sometimes easy and sometimes painful. Organizing a ritual like funeral of old team gives us a moment to celebrate and to be thankful of a good old times. At the same time it will give us freedom to start seeing a new team, new relations, life and possibilities in the future. However, if things need to be given up, people will ask themselves whether it is worth to do so. They compare costs and benefits, and based on this valuation they will   It is a good practice to come together as a team and to first individually list things that people need to abandon and bury. Compare lists. Is there a lot of common ground and agreement about needs to die in order to move forward? Or do people differ significantly of what they perceive as "old stuff"? Such conversation are not easy because they tend to get very personal. People need to understand what they gain when before they give up something.   Ray B. Williams outlines in his blog post Why Old Habits Die Hard: What Managers Need To Knowhow the results of brain science apply to management:   Habitual thinking and behavior are a result of powerful neural pathways in our brains, and memories that are automatically and unconsciously accessed; we get brain chemistry rewards every time we access those memories; Unconscious thought processes can predetermine, without an individual's awareness, decision-making bias and actual decision-making; Emotions are the key driver to decision-making, not logical, analytical thought; our logical processes are often only rational justifications for emotional decisions; Your brain will put up defensive mechanisms that will try to protect you from change; Because the brain operates in a quantum environment, our perceptions and self-talk alters the connections and pathways in our brains. Whatever we focus our "attention" on changes or creates new brain connections; Managers should focus on desired new patterns of thinking and behavior to help employees change, not analyzing and trying to fix the old patterns because the latter will only reinforce the problems. QUESTIONS FOR DEEPER EXPLORATION Are we aware of what we need to let die? What are our people's needs and fears in the change journey? Are we making the right assumptions and how do we know? Do we trust each other to be able to move into an area of insecurity?

El Banco de Recursos de la Diversidad

Un lugar donde reconocemos la diversidad de habilidades, experiencias personales, actitudes y valores, y los utilizamos para conducir el cambio. Modern organizations rely on diversity. Diversity in ethnic background, gender, education, experience, personal styles etc. This is often a source of conflict because the more different people are from what I am the more there is the risk that I cannot understand their thinking and reasoning. Diversity and inclusion strategies must be job-relevant, skills-specific, and assist team members in understanding current workforce and marketplace realities. Organizations which tie diversity and inclusion to their business strategy increase performance, productivity and customer satisfaction. (Image from University of Vienna) In a change process, we need to understand the gift of diversity, utilize the different skills, values and attitudes and make sure that conflicts are solved productively. At the same time e have to search for the common ground. There are many tools which help us to understand differences. But it is not enough to understand them but we also need to enrich our own life and experience by learning from the others. But maybe the most important tool is are some simple questions: "What is important to you? What do you care about? What makes you getting up in the morning?" QUESTIONS FOR DEEPER EXPLORATION   How diverse are we? Where is our diversity a great asset? Where is our diversity a blockade? How can we increase our own acceptance of “the other”?  

La Academia de la Disposición al Cambio

El lugar donde reflexionamos sobre nuestra propia capacidad para cambiar. In the next 12 years, people will experience as much change as the people in the last 240 years did. (Alana Karran) What defines the ability of individuals, teams and organizations to change and go for a better future of personal and economical growth, joy and futurity? After 30 years of organizational development and change management, the Academy of Changeability remains a black box. We haven't really understood what it takes for a complex to change. What we know is that organizations - like any complex system resist change. Mind you, it is not the individual but the entire system that resists change. We even know what are the inherent features of a system that leads to this resistance. Watch a short slide show on the issue of complexity in organizations here. When you go into an organization, ask people about their changeability. Most will say that they are open for change but the others around them aren't. So - what does it actually take for people to go on the journey, overcome their fears and make smart plans for a change? In our view, it is a combination of many things, among them their leaders walk the talk, their individual concerns, purposes and circumstances are acknowledged and respected, there is a wake up call which shows the urgency of the required change, there is room for passion and responsibility, risk taking is awarded, and the future is painted in front of everybody as it unfolds. QUESTIONS FOR DEEPER EXPLORATION What are our strengths and weaknesses in a process of change? What do we need now? What do we need to let die? Who are our champions and how can they lead us?

El Centro de Exhibición de Historias de Éxito

El Centro de Exhibiciones es un lugar donde buscamos nuestras fortalezas y celebramos nuestros éxitos. Every organization has stories that give life. They are told and retold on many occasions. Some of them are captured in documents, films, pictures, etc., some are more part of the corporate folklore. Some are untold and tend to get forgotten. There is one significant difference between successful and not so successful organizations. In not so successful organizations, conversations focus on the weak points, on the pain people suffer from and on frustrations they experience. In successful organizations, people are proud of being craftsmen. They talk about what they are good at. They worship their heroes and great leaders. Neuroscience has shown that the way we talk about organizations defines their fate and their shape. We create organizations in our minds, and as we speak about them, our imagination becomes reality. Organizations are the expression of the joint perception of people within, and to a part outside, the organization. They are highly self-referential. Success stories can become a base for visioning and for a quantum leap in continuous improvement. One well established practice to base organizational development on strengths is called Appreciative Inquiry. Appreciative Inquiry is about the coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms. AI involves, in a central way, the art and practice of asking questions that strengthen a system’s capacity to apprehend, anticipate, and heighten positive potential. It centrally involves the mobilization of inquiry through the crafting of the “unconditional positive question” often-involving hundreds or sometimes thousands of people. In AI the arduous task of intervention gives way to the speed of imagination and innovation; instead of negation, criticism, and spiraling diagnosis, there is discovery, dream, and design. AI seeks, fundamentally, to build a constructive union between a whole people and the massive entirety of what people talk about as past and present capacities: achievements, assets, unexplored potentials, innovations, strengths, elevated thoughts, opportunities, benchmarks, high point moments, lived values, traditions, strategic competencies, stories, expressions of wisdom, insights into the deeper corporate spirit or soul-- and visions of valued and possible futures. Taking all of these together as a gestalt, AI deliberately, in everything it does, seeks to work from accounts of this “positive change core”—and it assumes that every living system has many untapped and rich and inspiring accounts of the positive. Link the energy of this core directly to any change agenda and changes never thought possible are suddenly and democratically mobilized. (from: by David L. Cooperrider and Diana Whitney: "What is Appreciative Inquiry?" QUESTIONS FOR DEEPER EXPLORATION   What gives life to this organization? What are our sources of pride? What are the metaphors about ourselves that we stick to? How do we celebrate our successes?  

Perdidos en El Laberinto

A veces nos perdemos y es una oportunidad para aprender "Mientras más te dejas distraer de hacia adonde te diriges, más eres la persona que realmente eres. No es tanto el perderse como lo es el encontrarse." William Stafford La importancia de perderse en el Trayecto: En un Trayecto del Cambio es imposible evitar equivocarse. Esa es la oportunidad;  cuando te pierdes puedes encontrar el camino correcto. Perderte te ofrece el entendimiento de la ruta correcta. De manera que entender, o sentir, el hecho de que estamos perdidos puede ser un regalo de nuestro viaje. Lo primero es por supuesto darse cuenta de que estás perdido. ¿Cómo saber que te estás perdiendo en el viaje? Podrías darte cuenta preguntándote un par de cosas: ¿Es innecesario algo de lo que estamos haciendo? ¿Nos entendimos uno al otro? ¿O sólo llegamos a un falso consenso? ¿Olvidamos algo? ¿Fuimos demasiado rápido? ¿O tomamos la dirección equivocada? ¿Existe falta de energía o hay un exceso de sentimientos negativos? ¿Existe falta de diálogo o exceso de pretensión? ¿Existen demasiadas opiniones diferentes o contradictorias?, ¿las personas están confundidas? ¿Existe alguna señal dudosa del entorno que nos muestra que el mundo no puede conectarse con nosotros de manera apropiada? ¿Conocen todos la existencia de agendas ocultas en exceso, pero nadie habla de ello? Perderse puede hacer que alguno de los siguientes mensajes sea oportuno: ¡Descansa o detente por un momento! ¡Encuentra nuevas perspectivas! ¡Consigue nuevos cerebros, nuevas habilidades o nueva información! ¡Confronta la realidad y encuentra una nueva dirección! ¡Realiza una intervención! ¡Resuelve el conflicto persistente! El siguiente es un proceso a seguir cuando te encuentres perdido: Paso 1: Identificar las señales que muestran que te estás perdiendo. Paso 2: Organizar una reunión para discutirlo abiertamente. Paso 3: Momento para confesarse (expresar sentimientos, enfrentar la realidad, disculparse si se requiere, hablar claro y directamente) Paso 4: Encontrar una nueva ruta, empezar nuevamente con energía renovada. PREGUNTAS PARA UNA EXPLORACIÓN MÁS PROFUNDA ¿Hay algo que estamos haciendo que es innecesario? ¿Olvidamos algo? ¿Tenemos el ritmo correcto y seguimos la dirección correcta? ¿Las personas hablan abiertamente cuando creen que están perdidas?

EL Jardín de la Confianza

Un lugar donde es creada la confianza, como condición previa para el cambio positivo. Trust is the most important social capital of leaders in change situations. It is as simple as that: If people in an organization trust each other, and if they trust their managers, they are ready to embark on a change journey. Affecting change in an organization in which people do not trust each other might not be impossible (although it seems like), but it takes much more effort. Under such conditions the change project bears a high risk of conflict; people will suffer from pain because they feel lost without a clear indication of how to get out of the labyrinth. Building trust, however, takes a long time and depends on the expression and encouragement of certain behaviours such as: transparency and honesty, open dialogue, reliability, empathy, decisiveness and the ability to give and keep direction.   Trust must not be confused with blind agreement. People might disagree with the directions they get from their managers but they might still trust them (or vice versa). Peter Block, author of The Empowered Manager, noted that the apparent power of those at the top is much less than absolute. What leaders can do from the top down depends on the will of those below. Block recommended that leaders analyze their relationship with each of their essential people by asking two questions: How much do I trust them? How much do I agree with them?   (quoted text and image from: www.dangerouslyirrelevant.org)     QUESTIONS FOR DEEPER EXPLORATION   What aspects of our corporate culture encourage people to trust each other, and which aspects disencourage them? Which are the indicators that tell us that trust is lost or gained? Do leaders in our organization always walk the talk? What do we have to change to establish a culture of trust?  

La Planta Generadora de Decisiones y Acciones

Un lugar donde son lanzadas acciones concretas. Although large parts of the Change Journey are about reflection and dialogue, actions are important to implement change. The same is true for decisions. Without decisions, there are no actions. Without actions, there is no change. Many change projects get stuck in endless reflection and discussion rounds and nothing gets done. On the other side, if activities are implemented without the existence of trust, many people will boycott them and will try to make sure that the project fails. Every social system including organizations has its explicit or implicit rules of how and by whom decisions are made and how activities are launched. As we have seen in systems with a high degree of bureaucracy (this can be public and private organizations), taking decisions and launching activities can take a long time. On the other side quick decisions and actions which are not properly communicated and to which people do not buy in create resistance and cause the system to become unstable. To create sustainable change, the teams leading the change effort have to make a purposeful decision about who needs to be involved in the decision process. Th figure above is based on a design Peter Senge has provided in his famous Fifth Discipline Fieldbook. It shows the different steps of involvement and participation in change processes: "Telling" means that decisions about the change process are taken on the highest managerial level. Stakeholders / employees have only the choice of accepting the top-down plan or to leave the system. Implementing an entire chance process top-down leads to frustration and refusal of co-operation. "Selling" means that change plans are designed at top-level and stakeholders are invited to join in--the change is advocated. The limitation of selling lays in the fact, that the top management wants to hear a "yes", and the staff wants to hear that they will keep their jobs. So, most will give a compliant "yes", which is not a safe base for commitment. "Testing", whilst still a top-down approach, lays the vision out for inspection by the stakeholders and asks for their comments. The management intends to find out whether stakeholders support the change process, and opens up for proposals. Testing can be done on a limited scale ("piloting") perhaps better to expand, to differentiate between representation and piloting, but could also concern the whole system. The vision remains as is, but the way to reach the vision is subject to negotiations between the different stakeholder groups. "Consulting" is the preferred mechanism for a management that recognises that it can not possibly have all the answers. Consulting the stakeholders about the change, strengthens the vision of change. In recent time, many tools have been developed to allow a large number of stakeholders to participate in the planning process. However, such a process takes time and requires commitment at the top-level to correct initial decisions. "Co-creating" means developing a vision jointly with stakeholders from the very beginning. It secures the highest degree of ownership. QUESTIONS FOR DEEPER EXPLORATION - Where all our actions come from? - What are our leadership patterns and how do they need to change? - How can we take decisions in times of uncertainty? - How can we encourage people to be courageous?

El Estadio de la Pasión y Responsabilidad

Las organizaciones brillan cuando las personas se sienten apasionadas con lo que están haciendo y asumen la responsabilidad de hacer que las cosas se muevan hacia adelante. The most radical division that is possible to make of humanity is that which splits it into two classes of creatures: those who make great demands of themselves, piling up difficulties and duties; and those who demand nothing special of themselves, but for whom to live is to be every moment what they already are; without imposing on themselves any effort toward perfection; mere buoys that float on the waves….The few individuals we have come across who are capable of a spontaneous and joyous effort stand out isolated….These are the select men, the noble ones, the only ones who are active and not merely reactive, for whom life is a perpetual striving.(José Ortega y Gasset, quoted by John Hagel in his article Passion versus Obsession) There are two essential forces that help high performaning teams to navigate successfully through change: passion and responsibility. They both work together, and they are complemented by accountability. People who feel passionate about what they are doing are more likely to take up responsibility for getting things done. Every person has a reason for getting up in the morning; everybody has something that drives them. Finding out what makes every team member click, making this visible to peers and giving them the opportunity to do what they are passionate about is the key to a fundamental shift in the dynamics of a team and the secret for a successful organization. Edward Deming, the father of modern Total Quality Management has clearly pointed out that ultimately quality can only be improved if people take responsibility for their work and if the can be proud of what they are doing (“Quality is everyone's responsibility.”). QUESTIONS FOR DEEPER EXPLORATION How much do we know about what makes our team members tick? How much do we assign tasks related to people's passions? How can we align individuals with our common purpose? How can we motivate people to take responsibility and to be accountable to what they are doing?

El Gimnasio de las Habilidades y las Capacidades

En el Gimnasio, identificamos y desarrollamos las habilidades que necesitamos para el futuro. "A journey of individual, personal, continuous improvement. ‘Journey’ and ‘continuous’ emphasize the ongoing nature of our pursuit of Personal Mastery. We do not march toward a destination but mine the gold along the way and relish its joys. Individual and personal remind us that while our growth is set in a context of other people and systems, we are responsible, we are in charge of our Personal Mastery." Fran Sayers, 1996 Every member of an organization has their genuine mixtures of skills, attitudes, skills and behaviours. They are the result of a lifelong learning process. Using this diversity is the key to success. In change processes, we have to recognize the resources that we have and support people in their own individual growth. Personal mastery means to cultivate one’s own strengths, and build new areas of competence. Without encouraging people to travel on their own personal mastery journey, no change project can be successful. At the same time, organizations have built up their specific skill set which was helpful in the past but often is a barrier to change. Identifying the key capabilities for the future is one step; making people aware of them, a second. Giving them exposure to these new skills and finally embedding the skills in daily practice is part of the art of change facilitation. (Courtesy of Will Taylor, Chair, Department of Homeopathic Medicine, National College of Natural Medicine, Portland, Oregon, USA, March 2007. Please reference the diagram accordingly if you use it. Taken from: Businessballs) QUESTIONS FOR DEEPER EXPLORATION What are the key skills that we need for the future? What do others better than we do? How can we help people to unlearn skills, behaviors and attitudes that block our way to the future? How do we cultivate the skills, behaviors and attitudes which are essential?

La Arena del Liderazgo

Definir cuáles son los patrones de liderazgo que hacen avanzar la organización. For the last ten years or so, no other aspect of organizational life has been more debated than leadership. No management journal without an article on leadership, thousands of books on what should be the most effective leadership style, huge investements in leadership development. It is a no-brainer that modern leaders should be good listeners, a trustful companions of their employees, able to translate the company's vision and strategy into a message that receives a warm welcome, and much more. The reality of organizations gives a different picture. Probably it is one of the biggest change projects an organization can have: to introduce a transformative leadership culture across all hierarchical levels that reflects 21st century values and attitudes. There is no right or wrong leadership style. Over time, each organization develops their own style - this is part of the organization's culture. Leadership styles are often rooted in the origin of the organization, the founder's way of dealing with people and moving the organization forward. They can change significantly when new management staff comes on board and new leaders step in but you can always find traces of the roots. And also - certain organizations attract certain leaders, so it is not an easy task to change the way organizations organize their inner relationships. Leadership is important in change processes but it is not sufficient that leadership rests on the shoulders of a few. Modern organizations encourage and seek for multiple and emerging leadership. QUESTIONS FOR DEEPER EXPLORATION How do we encourage and empower people to assume a leadership role? Who are the change leaders in all parts of our organization? What is the reputation of our leaders within the organization and beyond? How do we know that our leadership model and the practice is the best for movin

El Laboratorio

En el Laboratorio, los equipos crean pequeños proyectos piloto para experimentar con nuevos procesos, procedimientos, principios, etc. Any change projects needs to start with a first step. Because change is associated with a lot of uncertainty, it is not a bad idea to organize pilot projects, also called "Proof of Concept" (PoC), in which the new idea can be tested. However, you must be aware that a piloting phase often takes an extra amount of energy. In pilot phases, people cover new ground and they need to be sure that they can return to a safe haven. So before people are ready to test the change they need to feel assured that a nurturing and mentoring environment - a safety net, so to say - has been errected around them. They also need extra time to reflect and digest their experiences. So, pilot phases require a narrow feedback loop and an established trust base between the experimenters and their bosses and peers. QUESTIONS FOR DEEPER EXPLORATION What do we know about the needs, concerns and circumstances of our people? What prevents people from freely expressing their needs? How do all make sure that concerns, purposes and needs of our people are acknowledged, respected and taken care of? Where do we experience resistance to change which might be an expression of unsatisfied needs?

El Centro de las Necesidades Humanas

Un lugar para explorar las aspiraciones de las personas y sus razones potenciales para la resistencia. All individuals have different concerns, purposes and needs. Have you thought about it? These needs can be related to their private as well as to their working life. Some of them are conscious needs but many are unconscious. What we experience as individual resistance of people in change processes is in fact an expression of the belief that their needs are not being fulfilled, or their concerns are not taken seriously. People unconsciously or consciously compare the trade-off between costs and benefits of a change process. If they feel the balance between benefits and costs is positive they are more likely to buy into the change. Understanding and acknowledging their purposes, concerns and needs is the key to getting their commitment for collaboration. The following table gives you an overview on the fundamental human needs that people have (based on a model of Manfred Max Neef), and the satisfier that go along with them. It can be used as a base of questionnaires, interviews, coaching sessions, team meetings. Treat every answer as a gift and start a dialogue about how a safety net can be built - and how the change programme needs to be suplemented by other activities to provide for what people require.   FundamentalHuman Needs Being (qualities) Having (things) Doing (actions) Interacting (settings) subsistence physical and mental health food, shelter work feed, clothe, rest, work living environment, social setting protection care, adaptability autonomy social security, health systems, work co-operate, plan, take care of, help social environment, dwelling affection respect, sense of humour, generosity, sensuality friendships, family, relationships with nature share, take care of, make love, express emotions privacy, intimate spaces of togetherness understanding critical capacity, curiosity, intuition literature, teachers, policies educational analyse, study,meditate investigate, schools, families universities, communities, participation receptiveness, dedication, sense of humour responsibilities, duties, work, rights cooperate, dissent, express opinions associations, parties, churches, neighbourhoods leisure imagination, tranquillity spontaneity games, parties, peace of mind day-dream, remember, relax, have fun landscapes, intimate spaces, places to be alone creation imagination, boldness, inventiveness, curiosity abilities, skills, work, techniques invent, build, design, work, compose, interpret spaces for expression, workshops, audiences identity sense of belonging, self- esteem, consistency language, religions, work, customs, values, norms get to know oneself, grow, commit oneself places one belongs to, everyday settings freedom autonomy, passion, self-esteem, open-mindedness equal rights dissent, choose, run risks, develop awareness anywhere QUESTIONS FOR DEEPER EXPLORATION What do we know about the needs, concerns and circumstance of our people? What, if at all, prevents people from freely expressing their needs, concerns and circumstances? How do all make sure that concerns, purposes and needs of our people are acknowledged, respected and taken care of? Where do we experience resistance to change which might be an expression of unsatisfied needs?

El Faro de los Principios Compartidos

Compartir los principios que sostenemos en común para el Trayecto. When we perceive change as a journey, we cannot predict exactly what will happen nor can we plan everything we will do. The journey will teach us and probably we will find the way to new direction by involving people and reflecting our experiences together. Change is scary and there are many emotions - hopes and fears. When the way to the future is unstable we need something to rely on. What gives us trust to face new and even unknown things? What keeps us together on the way? They can be commonly accepted values, vision or just guiding principles for the change situation. Principles would tell people how they will be treated and how we promise to approach change actions. When we start the change journey, we might want to establish a set of common principles which give us guidance and a strong base to act. Principles can be aimed for the whole organization or to managers. What are the principles to select or inform about new organization? QUESTIONS FOR DEEPER EXPLORATION Change is inevitable - what kind of a Change Journey we want to have? Which are our guiding principles for collaboration, and - are they adequate for the Change Journey? How do we deal with hard and difficult times or conflicts? Which new principles, values and believes do we need to be Masters of Change?