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From hierarchy to redarquía: collaborative organizations

Two motivations

define the behavior of a person within an organization and its degree of involvement: meeting basic needs (your pay) and their personal satisfaction.

personal satisfaction and development of their own talent they have amazing strength in the will of the people. Its importance and its value is incalculable.

The degree of involvement, creativity and drive depends on the pay-satisfaction relationship is appropriate. Remuneration and is neither a sufficient nor a determining factor. So much so that many dedicated people of creativity and drive within the "social media" without any reward to their own satisfaction. The development of Linux and Wikipedia are a good example.

is surprising that so many organizations that persist in maintaining a leadership style that inhibits creative skills and drive of its employees, reducing the work only possible reason for the wage premium. Thus the only thing expected is the fulfillment of work obligations.

And is not that an organization must give reasons, it is not their function, but to create conditions for self-development, participation, collaboration and to the venture.

employee-company relations are now much improved. hierarchies pose real barriers to individual skills and be crop used to benefit people and the organization itself.

organizations do not use the skills and entrepreneurial and intellectual capacities of their employees and thus their ability to improve primary. All lost.

The more we cling to the traditional hierarchies, the more we move away from the enormous potential of collaboration to create agile, flexible and continuous improvement.

why more and more people to develop their talents and achieve personal satisfaction, undertake activities themselves, sometimes with excellent professional skills, which will provide a new way of working: the redarquía to the concept of hierarchy.

The redarquía will work in collaborative networks, with partners in a network with suppliers and customers.

Employees will no longer be used, but partners that make up a network. All points of the network will be connected, part of the problem with the systemic assessment of these will become clearer.

Redarquía is collaboration, increase relationships, communication and increase personal satisfaction and improved organizational system .

Figure of an area director in a large company will lose weight. Project managers will be the new managers of the future, the closest thing to today's managers, but who will develop professional networks free for projects that may arise while part of other networks. The professionals will be excited for each project, as this will challenge and an opportunity for collaboration. The leader will be born out of necessity and all of its network will be leaders at different times.

future? Maybe. But the inadequacy of management head-foreman-leading companies, the lack of consideration to neceidades of self of persons is accelerating, if not resolved, the process by which people increasingly skeptical look for other ways outside the big traditional companies. Networks outside the company are already born. Will they companies while leveraging the talent?

Corporations lose

little by little to their best professionals and they will be installed in any network of collaborators.

Redarquía is when individuals gain personal development, cooperation and interdependence, but also the network. Remains to be seen whether the excessive fragmentation have unintended side effects, so a good solution is for companies to replace the hierarchy of networks of internal and external partners. Win all.

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Continuous improvement

The principle of continuous improvement is the most powerful tool an organization. Includes innovation, products or services and internal organization, requiring creativity, collaboration and knowledge within a framework of organizational culture environment.

Takes the processes are not optimal, but rather organizations continuous improvement.

The improvement should aim to set the improvement of an isolated part does not guarantee the success of the organization's purpose.

not take into account the above produce what WE Deming called sub-optimization, which is what happens when the improvement of the "results" of a department is detrimental to the objectives of the whole enterprise.

To improve, we have to understand correctly the organization as a whole. Specialties, misused, can be harmful to an organization like splitting functions in multiple unrelated threads. The collaboration between people from different areas is key to pool efforts on behalf of the organization.

Creativity is a skill that involves proactive large dose of intuition and only appears if the cultural environment of the organization is adequate. This insight should be filtered with the necessary knowledge.

knowledge to interpret information coming from the organization is critical and in my opinion one of the most important aspects and causes of the major inefficiencies. Today it has huge amounts of data, but this does not imply a greater capacity for improvement if they are not interpreted correctly.

sharp reactions to undesirable results can be as damaging, or more to the organization as inaction in the face problems whose cause is obvious. Trying to reset a process without knowing in advance whether the defect occurred due to a specific and definable cause, or instead is due to natural fluctuations, is like pushing the pendulum of a clock when it comes to an end. We amplified the problem. Each case requires a different type of solution and know is important, but nothing obvious.

Creativity, collaboration and knowledge are thus three keys necessary for continuous improvement. The one without the other is insufficient. The organizational culture must be appropriate to bring out these skills.

Note: I use the term "continuous improvement" and not "continuous", following the teachings of Deming, who insisted that it must be discrete jumps of improvement and not an ongoing activity. "Continual" no "continuous"

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"will convene at 25 large U.S. companies to speed recovery ' ZP, El País 21 November

Letter to President
Mr. President,

If 3,350,972 SMEs represent 99.88% of employment (2009 figures Ministry of Industry), 25 large companies can not directly represent more than 0.12% remaining. Unrepresentative.

If calls them by their impact, calls for advice or a photo. The second option is more desirable than the first.

The idea of \u200b\u200bcreating the Commission "National Competitiveness" says concern about this and it is very positive. The effectiveness of this body could be positive if you think of an entity of action and more than doubtful if a new meter. And to measure does not reduce accidents, the many ways to measure the competitiveness questionable not going to improve.

To improve the competitiveness do not get advice from those who, with notable exceptions, their negligence led to conditions that have led to the current crisis and our very poor competitive position. Nor by the large consulting firms that advised these empresas.Para solve a problem created with a mindset to be used new ways of thinking.

The inability of a significant part of our senior management corporate CEOs and bankers to manage the companies to anticipate and plan for the future has led to a crisis of incalculable consequences involved in a global systemic crisis, for managers who are not exempt from liability.

recent years has dominated the culture of quick profit, the reduction of any "cost" of personal enrichment at all costs climbing high corporate positions, not otherwise exempt from nominations finger. Pitch culture of cronyism and secondments over efficiency.

New incentives and subsidies for big businesses do not generate competitiveness and its proposed reduction in benefits are not concerned with its operators. In large companies as premium is, with notable exceptions, remain in office and in the best case, the short-, always at the expense of long-term competitiveness.

But the pay cuts will make the best people put their attention elsewhere. Again the short term that benefits against the long term, short-term solution to the structural.

reduction job has not always carried out with a competitive basis, but often short-term pure, whose impact will be seen in the coming years. Impairment of talent in companies and deterioration of Social Security accounts.

Our professional, working less, or are less innovative, or charge higher wages than in other European countries more competitive, that they are able to avoid the winds of crisis.

Get quick dividends without improving the companies themselves, without creating corporate culture, has caused the waste of talent, labor, materials and public and private resources. In short, the increased costs of inefficiency loss of our competitiveness.

an economically

We played a reflection of our leaders. When the wind blew for, it had good dividends. When the market is booming, everyone is a good manager. But our companies are not competitive, few were concerned that they were, it was decided quickly squeezing juicing. The benefit speed is incompatible with the consolidation of the company, as well as the short term is essentially incompatible with the long term.

The company responsible for this disease have been high managers and politicians who have failed, or unwilling, to manage properly. The lack of vision of our "senior management" is therefore clear.

is the key to competitiveness and this is right. To achieve this you must fix your attention to new business, small and medium enterprises by facilitating their creation by removing barriers and not taxing the starting positions of exploration and innovation.

Achieving competitiveness is not easy. Anyone who tells you otherwise is deceiving him. Requires knowledge, know how to interpret the organizations and systems, able to identify the causes of challenges and opportunities for improvement, namely to create operational and strategic knowledge and know how to understand people. The only possible negotiation is one in which all parties win.

The belief that {} = {lower costs or greater benefits more competitive} is widespread, but it is a fallacy. Some costs are necessary, some not. The income statement does not dispute. Which must be eliminated are the costs of non-quality, but this requires a continuous search for better solutions, continuous improvement.

Competitiveness is not achieved by reducing costs. Quite the contrary. I leave one sentence summary of W. Edwards Deming, the man who managed to get entire crisis countries exquisitely applying a basic principle: "If we focus efforts on reducing costs, the final costs and lost market share increase, thus lose competitiveness. If we focus efforts on improving quality, reducing costs and gain market more competitive than we are. "

The basis of competitiveness is to work together to establish ways of continuous quality improvement. In saying this I also have an impact on how bad it is to use "models" of quality presets that have contributed little to prevent the crisis.

Trust Management the only thinker who was able to anticipate the current crisis based on bad management practices and the principles for continuous improvement have given excellent results in the companies that have learned to use: W. Edwards Deming.

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FUD (an exhibition on youth) tomorrow at noon

Tomorrow a new exhibition opened in Noon! Here is an idea that came to haunt Cris quite some time ... the question that this exhibition is What about after the youth? With this, the painter Pedro Zamora López the same Cristina Llanos and I present a series of papers arising from this issue. The title FUD Fear , Uncertainty and Doubt , Castilian fear, uncertainty and doubt stands with those calls to a particular business strategy, but they fit very well with the primary idea.

In my case, which continues to present a project within confetti. I leave you a little preview.


What: Exhibition FUD collective Pedro Zamora López , Cristina and Ignacio Llanos Chavarri .
When: Friday November 19 at 20.00 h.
Where: Noon AC Girl c / Midi Girl 10, local 28005, Madrid.

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performance evaluation: a common mistake

I just read an article lucidly on this subject, published by Glyn Lumney (follower of W. Edwards Deming and HR director at Maverick) and I draw a few ideas. (See http://www.glynlumley.co.uk/wordpress/2010/11/862/ ).

still persists in the erroneous idea that the improved performance of an organization lies in improving the performance of their employees.

One of our problems is that too often, we do not interpret the data with what these are, and not only useless, but dangerous in the wrong hands.

The performance of employees is immeasurable, whatever they say consultants and executives who use it, because there are so many variables involved in the daily performance of an employee whose measurement is impossible. In the best case is a purely voluntary exercise to give the appearance of objectivity to a subjective assessment, well-intentioned or not, the respective heads. It's like playing roulette and then say that the result is objective.

"... is an attempt to lead without the necessary knowledge and usually ends up turning in the direction of fear " W. Edwards Deming, "Out of the Crisis" 1982.

What's more background noise organizational system that produces all these results would determine if they were measurable, since system noise is so high that it obscures the true performance of an employee . This is what Deming called natural or common causes of variation and that any attempt at a solution without changing the system, all it does is make things worse.

A evidence of misunderstanding of the evaluations we have when some managers consider inappropriate to be below the median. Regardless of what was said before, the reality is that "50% is always above the median and 50% lower." This may be a surprise to many but it is how the medium is usually also true for the averages. We need some elementary statistics classes.

A case of blatant misuse is found in Jack Welch, Jack Welch's 'Bottom 10% ' principle, who in his years as head of GE dismissed annually to 10% of managers who got worse "performance" (In 2007 the U.S. government had to endorse the company to save it from bankruptcy.) Another clear example is the banks and its system of variables for their executives.

We must change the way we think and do not use the same system that brought us here.

What should be improved is the organizational and Management.

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shelving gave in and the solution was to hand. This image can be related to one of the amazing photos by Chema Madoz: an arch formed by piles of books:

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Crisis or new economic and social (II)

Some conclusions

As mentioned, there is one or more root causes of the economic system that produces variable effects over time and the nature of which we know little. We know the measurable effects such as "growth", "unemployment" "Inflation", "liquidity", "evolution of stock market indices", "price of money", "GDP", etc.

If we know the cause does not apply a correct medicine. We do not know if this is a special case (in Deming's terminology) or a natural cause of the system. The type of solution is completely different in one case and in the other.

For readability reasons we will call short-term (special) or structural causes (natural system). The first can be managed with specific actions but the latter can only be optimized by directly on the economic system.

interacting elements are many and they are all interconnected. The very consciousness of "crisis" is a basic factor in this set. We face a real complex system consisting of subsystems and those of actors (individuals, corporations, governments and financial).

Some relationships are known, thus lowering the price of money occurs, at least, postponed a CPI increase over time. Central banks (such as the ECB and the Fed) use this mechanism to reduce inflation when it is triggered and vice versa. But any action has an effect on the remaining elements system, with times and different magnitudes and not calculated.

The central banks' actions would be reasonable if it were to cyclical factors, but on the contrary would aggravate the variability of the system if it were natural and structural causes. These require other solutions.

know that there is a stable point and that the different levers used by central banks, such as changing the price of money or liquidity, leading inevitably to produce the opposite effect. Deming shows that this is the effect that occurs when one is artificially adjusting a system that has a natural variability: increases variability of their results as the CPI, so that this mistake every time we need more central bank action, getting worse the problem. The ECB is more sensible for the Fed to have kept the CPI stable at 1%, while the Fed has not stopped moving below and above.

But we're talking about a complex system and as such must have two things: relationships between its components and a common purpose. Yes?. Well I am not aware. There are many conflicting purposes both geographic and system components. Geographic because there are three major centers that use his leverage with the intention of benefiting to its components: the ECB, the Fed and Asia. Not functional because I know that the interests of the financial system matches the user's financial system: businesses and citizens. And governments with interests in turn limited by time between elections.

We as two previous findings:

1 .- The causes, which are often managed and supervised by central banks, have a structural origin (natural variations in the system.)

stocks managed by the central banks would be appropriate to cyclical factors, then you are not applying the correct solution.

2 .-

economic system has no global common purpose clear, but multiple geographical purposes (number of central banks) and actors (individuals, corporations, governments and financial).

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We're looking at Noon Girl

Hi all, for those who do not know Girl I'm part of Midi, a space for workshops and expos room that is so cool. Workshops are common to enjoy together. Right now we 6. We decided to make a open day for people who do not know to come and see if you are interested or just come to die with envy;)

The space is well, a lot of activity, we have a gallery that is moving a lot. Also, now is a good time to rethink Midi, change and renewal. You can

see what we do at our blog:
www.mediodiachica.com / blog
To get in touch with us:
mail@mediodiachica.com
605634730 ( Iñaki )

then leave the Call text:

vacancies in
MIDDAY GIRL!

6 PEOPLE LOOKING TO BE PART OF OUR AREA
(120 € / MES)

WE:

WORKSHOP WORKSHOP PRINT SCREEN


SCULPTURE WORKSHOP ANALOG PHOTO LAB SPACE

DRAWING AND PAINTING EXHIBITION HALL AND EVENTS


So
On Sunday November 21 we invite you to our
DOOR DAY OPEN to view
space from 12.00 to 18.00 h.

will be music, reeds and snacks, raffle
books and then you can find Midi Chica.

I hope!

Anyway, if you have it very clear
please contact us:
mail@mediodiachica.com

www.mediodiachica.com
c / Midi Girl 10, 28005, La Latina, Madrid.

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On Monday 6 th Edition

For those who do not know it, eating Land is the name under which they fit a stock that is trying to reclaim the streets as their own space, common through together and enjoy eating "as at home "in the public space sharing table with everyone who wants to join.

copied and pasted the info that reached me, which is very specific. I definitely recommend that you apuntéis.

"On Monday November 8 will take place the 6th edition Lot of Eating. This time we have chosen the square lies at the foot of the famous Corrala of Lavapiés on Calle Meson de Paredes, at the height of 66 or so. In front of the building UNED.

As always you can add your favorite dishes , a chair if you can and desire to spend time eating in the air, getting to know , reencountering and above all enjoying the street, which is of what it is.

then stayed in

THE PLAZA OF POULTRY OF LAVAPIÉS
ON NOVEMBER 8, AT 14.00 "

not miss it!

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Crisis or new economic and social (I)


analysis
A new situation as the so-called "crisis" today requires new tools of analysis and new solutions. Repeat the solutions adopted in previous crises will only pave the way for future crisis.

Using the same ways of thinking and acting that have led to the current situation does not seem wise. Something has changed and our thinking would change profoundly.

Peter Senge, Director of the Center for Organizational Learning at Massachusetts Institute of Technology (MIT) study on organizational systems concludes with several patterns of behavior of organizations among which I highlight three:

1 - Today's problems are the solutions of yesterday.
2 - Things always get better before worse.
3 - Cause and effect are not easily related either in time or space.

Globalization has strengthened the relationships and systemic effects on the global set that we can consider, more than ever, as an organizational system complex. Based on the above can apply Peter Senge patterns of global economic model.

Since it is true that the solutions always produce a short-term improvement [2] and long-term effects that are produced according to [3] do not relate to the initial solution as a cause because it comes at a time beginning not We have never understood the problems we have come from the so-called solutions of the past [1].

Inject liquidity into the system by buying bonds as the Fed has decided, is to repeat the solution adopted in the period 1992-1994 when the government of Busch decided to inject liquidity into the system by returning large sums to the public. Its effect is happening today but might not relate. This may alleviate the problem of economic growth in the short term, but it sure will impact deferred over time.

There is a fundamental problem in the economic system that produces time-varying effects and nature of which we know little. We apply "solutions" to remedy the effects but the causes appear immersed in the great iceberg of the systemic interrelations. Our brain is not yet ready for it so our understanding of the true causes remain hidden to our understanding.

What hinders our rigorous analysis?

- The duration of political office limits its analysis to the duration of their responsibilities, as well as their ability to historical analysis.

- Excessive concern about immediate results in all sectors and activities of responsibility is the greatest inhibitor of our potential analysis.

- As says the "dialectic" of Hegel's evolution of social learning is based on interpreting the inconsistencies of time to seeking solutions. Solutions to effects or unintended consequences are often targeted in the search for the opposite result, which does not act directly on the causes.

- W. Edwards Deming stated that we should never try solve problems whose causes were random or natural "system", but improving the system to reduce its variability. Doing otherwise leads inevitably to worsen future results.

- Lack of technical and scientific tool for understanding complex situations and decide which utility is especially necessary for managers of business, educational, economic and public.

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Land of Eating Léptica organized today, "The tree of utopias"

Today participated in" The Tree of utopia ", an event (in the broad sense of the word) organized by the magazine Léptica space Utopic_us where there will be live micropoesía hands of seasoned Garlic musically by our dear Christian aka Sef . What can I do? Then paint live! Amazing, right? We will be several that will generate an image from a short story. I have it clear: I'm taking my rotus that long ago that I pick up a brush ...

To learn more about the event click here

What: "The tree of utopias"
When: Saturday 6 November from 20:00 h.
Where: Room Utopic_Us Madrid c / Concepcion Jerónima No 22

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La Escondida La Mirada


Tomorrow Friday inaugurated a new exhibition at the bindery of the goose. Bernardo Sopelana this group exhibition curator Dean Claydon, Theo Signed , Francisco Mateos and Alberto of Heras. According

Bernard "The protagonist of this exhibition is primarily the role as object form of incitement to love, from the point of view gross: desire."

What: Exhibition "La Mirada Escondida"
When: Friday, 5 November from 20:00 h.
Where: The Hedges c / Colón 15, Madrid.

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Luis Vasallo Hedges in Deux machine

Luis Vasallo On Wednesday the gallery opened in Deux Máquina y no me dio tiempo a avisarlo con antelación. Sin embargo tiene un punto positivo: ahora que la he visto puedo recomendarla con conocimiento de causa!

Personalmente (ya sabéis muchos mi debilidad por el dibujo) me quedo con la obra sobre papel de Luis. Unos colgados y otros en una carpeta (no os la perdáis), una delicia.

Qué: Exposición de dibujo y pintura de Luis Vasallo
Cuándo: Hasta el 19 de Noviembre.
Dónde: Deux Máquina, c/ San Dimas nº 7 (casi pegado a la sala Siroco)

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intransit Introduction of digital file this afternoon. Tamara

Esta Later we present the digital file InTransit which, paraphrasing , "is a platform created by the Universidad Complutense de Madrid that advocates establishing professional standards of work between university arts community and cultural agents operating in each sector. " This conference will present the platform itself, the file operation and artists who are part of it so far. Also present in other databases currently active artists such as the File Creator Slaughterhouse Madrid or SEACEX Archive .

When: Tuesday November 2 from 18:00 to 21:00 h.
Where: Space CAMON Madrid. Moncloa Plaza de , 1 [in C / Princesa]