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The crisis of the social, industrial and educational

If anything distinguishes humans from other animals is their ability to acquire, accumulate and transmit knowledge between generations.

animals, however, do not have the transmission capacity or if they do it with an undetectable level and follow the long path of evolution

Accelerating the transfer of knowledge between generations has grown in recent centuries in parallel with increased life expectancy of human beings. Clearly, then, that greater longevity has been a catalyst for our development. (Life expectancy at birth in 1900 was 34.8 years versus 78.7 years in 1998 (1).

not confuse knowledge with information and data. The speed of transmission of information and data through Internet has improved access to it. Access to libraries, bookstores, communication, and to the activity Outdated commercial Internet. But the Internet, like a book or a school providing information, not knowledge.

Knowledge is the result of experience under rationality or intuition.

When experience is based on a solid base is transformed into useful knowledge. The experience itself does not provide knowledge, only unstructured information. Experience as a means to contrast different theories and ideas generated by our brains if they are the source of knowledge.

This applies both when the results have been positive and while it has been. From the mistakes we learn. The path knowledge, continuous learning is trial and error attempts.

Knowledge is irreplaceable. Nothing can substitute. Today

companies in a bid to reduce costs, staff dispense more than 45 years. It is questionable whether this will bring benefit to the company, but obviously can destabilize knowledge. The worst part is that the younger generation to see this phenomenon, read and make the best employees do not stay in the same company for over two years. They learned quickly that employer and employee do not always share common goals. It has broken the link necessary to share a common project.

can be understood Some companies look for their survival and others prepare a "sale" with the lowest ratio apparent "cost per employee, although the package is sold adorned with the results of recent years.

But recently I read in a report released by IBM in 1500 after interviewing CEOs of major corporations worldwide, with the increasing complexity, decisions to adapt to changes are made without sufficient time to analyze them depth. You have to decide quickly despite the uncertainty. "Capitalizing on Complexity . Insights from the Global Chief Executive Officer - IBM 2010 .

With this view I wonder How reliable are their decisions?.

If entrepreneurially is therefore debatable, what is not socially questionable is that resources are wasted a significant portion of society with a high level of useful knowledge. Unlike previous generations which warranted physical fatigue retirement at 65, nothing justifies the social waste of wasting so much talent for dubious business strategies.

are idle resources, often with large capacity, which far to contribute their knowledge potential barrier was put out before the inevitable.

If the transmission of knowledge has been our best evolutionary tool for the great leap that human society has made over the last two centuries, my obvious question is, Where do we go in the future? What is the future society? Is it a sustainable model? Is not that now when we need any more knowledge?

(1) "Life expectancy in Spain during the twentieth century: The mortality tables of the National Institute of Statistics" by Francisco José Goerlich Gisbert, Rafael Pinilla Pallejà, 2006,

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The organization viewed as SYSTEM (2 ª part)

To understand how an organization should be viewed as a system in which what defines the functionality and behavior of all is the interrelationship of its components.

In my blog of July 26 defining a vision system with Deming, an organization that works because all its components have a common purpose that unites them.

A living being, an orchestra or a company are good examples of systems.

In considering this perspective the organization learn how intuition misleads us and that many decisions are inadequate, precisely because the interactions side effects or delayed in time who are counter-intuitive.

In the "system dynamics", studies the interaction between different elements outlining loops of interactions between them.

Peter Senge (1990) in his "Fifth Discipline" based on studies in the "System Dynamics" A list of 11 errors in making managerial decisions.
enumerate only 4:

a. problems "now" coming from the solutions of "yesterday"
As a medicine may benefit a long-term organ damage, but other organs and cause new problems, so it is in business organizations, where seemingly good solutions can cause big problems today morning. B.
Things always "better" before "worse"
serves the above example, before the applied medicine show side effects, we will see is a temporary improvement. An erroneous cost reduction will always produce an improvement in the short-term, but their long-term consequences could be dire. C.
"small changes" can produce "great consequences"
not always easily identify the levers, but to find are those organizational elements that produce less stress long term a greater effect, positive or negative. Same thing happens in medicine, a small change in the habits of a person have a major impact in the long term. D.
cause-effect relationships are not evident, since it does not coincide in either space or time
It took us 150 years to emit CO2 to the atmosphere to realize its effects on the ecosystem.

It follows that decision requires a thorough analysis of the system. The creation of mathematical models that simulate a system it remains a theoretical exercise, but expensive and not very useful in most cases. Nor are essential and is usually sufficient to use mental maps standards for all relationships. Learn to appreciate the system.
addition
organizations evolve, they co-evolve with their environment, since each organization is formed by people who in turn are part of a set of social, cultural, environmental and changing values.

A company has an organization that may appear to be stable at a time. But stability is always a fraction of the time between two changes. The "System dynamics allows us to study the behavior of this fraction of time. With a change interrelationships changes.

If the forces against change are strong, the system ossify and die for lack of adaptability. On the contrary, if the forces of change than the opposite unchecked, the system can get into a situation of chaos that inestabilice to extinction.

The choice is not chaos versus organization, the real choice is that organizations have the capacity to learn to improve continuously. This requires reducing the barriers of authority and create conditions for free thinking, brainstorming, autonomy from hierarchical centralism, continuous flow of information in all the senses and ability to reorganize.

an organization to adapt continuously to improve learning and innovation must have a management style that is able to keep it in an area close to chaos, where creativity is expressed and the innovation and creativity have their raison d'être.

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"(...) the invisible can be seen, so to speak, in two ways.

1.Containing-visible in the visible, invisible to the order of the visible and secret I can keep removing it from view. This can avoid artificially invisible to the eye but remain in what is called the externality (if I hide a nuclear arsenal in a basement or an explosive in a cache, it is also an area, and if I hide a part of my body under a dress or a veil, hide is also an area in another area: everything is hidden and becomes invisible yet it is in the order of visibility, constitutively visible. Similarly, in another order of examples, and according to another structure, what we call inside the body (my heart, my kidneys, my blood, my brain) is, of course, as they say, invisible, but are of the order of the visible : an operation or an accident could expose them to the surface, its interior is temporary, its invisibility can be proposed or offered for view.)
All this is about as in-visible visible.

2. But we also have the absolute invisibility and absolutely non-visible, not everything is for registration of sight, sound, musical, sonority (and therefore the phonological or discursive sense), plus also the tactile and Odor. And desire, as curiosity, as the experience of shame and the unveiling of the secret, the unveiling of the pudendal or "seeing in secret" (videre in abscondito), all that movement - leading, in the secret, secret, beyond the play constantly, can only play between these dimensions of the invisible: invisible and visible hidden, invisible encrypted or non-visible as other than the visible "
Jacques Derrida. Giving Death.