ACCEDE A MI WEB RELACIONES INTERPERSONALES EN LA EMPRESA

viernes, 10 de febrero de 2012

EMPLEANDO INNOVACIÓN


                                            EMPLEANDO INNOVACIÓN         



 ¿Innovan los empleados? Las empresas punteras lo tienen muy claro, y por ello invierten recursos y esfuerzos en promover una cultura de empresa, en la que la participación activa de todos los empleados sea una realidad.

Empezamos a tener claro que innovar, no es patrimonio de unos cuantos científicos e investigadores académicos; afortunadamente un fracasado escolar como fue Henry ford, puede innovar en cualquier actividad.

Relacionamos la innovación con las tecnologías, y olvidamos el componente creativo, necesario para el nacimiento de cualquier idea. Por ello, los equipos directivos, que tienen muy asumida la cultura de la excelencia en la empresa, a través de un estilo de liderazgo democrático, afiliativo y empático, crean un buen clima laboral con la intencionalidad de provocar la participación y el compromiso de todos los empleados.

Los empleados que pueden comunicar, abiertamente, a los equipos directivos sus opiniones respecto al funcionamiento de la empresa: manejo y utilización de herramientas y máquinas, organización del trabajo, etc., aportan muy buenas ideas, que nacen de la experiencia laboral y de la inteligencia natural.

La cultura de la “titulitis”, está muy arraigada en la sociedad, en general, y en los equipos directivos de las empresas. El título, tiene importancia, no cabe duda, pero no es garantía de un conocimiento competitivo y rentable. ¿Qué rentabilidad genera un profesor, con muchos conocimientos teóricos, si no es capaz de transmitirlos a sus alumnos eficazmente? Recuerdo a un profesor de matemáticas, con aire de investigador, que presumía de suspender a casi todos los alumnos. Poco rendimiento aportaba este profesional de la enseñanza, en la empresa en la que trabajaba (instituto de bachillerato); ni su título, ni su plaza de funcionario, era garantía de un rendimiento óptimo.

Empezamos a preocuparnos ante la pérdida de rentabilidad en nuestras empresas, y creemos que la innovación puede ayudarnos a superar tal situación. Si profundizamos en la intrahistoria de muchas empresas, públicas y privadas, y de todos los sectores productivos, nos percatamos que lo que realmente no funciona son los MÉTODOS DE TRABAJO Y DE APRENDIZAJE.

El éxito de la herramienta estratégica de gestión empresarial, llamada COACHING, es la METODOLOGÍA que utiliza. No estamos acostumbramos, y lo más grave, rechazamos, los métodos ambiguos. Partimos de la creencia de que todo hay que medirlo, paso a paso, con un enfoque científico puro, donde no cabe la intuición y mucho menos la emoción. Olvidamos que no sólo tenemos una inteligencia matemática, también tenemos una inteligencia emocional.

Desde mi punto de vista, estamos demasiado encorsetados en un concepto de APRENDIZAJE estandarizado, y en un sistema de organización del trabajo acartonado.













                                                      USING INNOVATION


 Innovate? Employees? The leading companies are very clear, and therefore invest resources and efforts in promoting a corporate culture in which the active participation of all employees is a reality.

We began to be clear that innovate, does not belong to a few scientists and academic researchers, fortunately a school failed as was Henry Ford, you can innovate in any activity.

We relate innovation with technology, and forget the creative component, necessary for the birth of any idea. Therefore, management teams, who have assumed the very culture of excellence in the business, through a democratic leadership style, affiliative and empathetic, create a good working environment with the intention of causing the participation and commitment of all employees.

Employees can communicate openly with management teams their views on the operation of the business: management and use of tools and equipment, work organization, etc.., Provide very good ideas, born of experience and the natural intelligence.

The culture of "titulitis" is deeply rooted in society in general and the management teams of companies. The title is important, no doubt, but not a guarantee of a competitive and profitable knowledge. What a teacher generates profitability, with many theoretical, if not able to transmit to their students effectively? I remember a math teacher, researcher with air, which boasted suspend almost all students. Shortly performance brought this teaching professional at the company where she worked (High School), or its title, or its official Square, was ensuring optimal performance.

We begin to care for the loss of profitability in our businesses, and we believe that innovation can help us overcome this situation. If we delve into the inside story of many companies, public and private, and all industries, we realized that it really does not work are the methods of working and learning.

The success of strategic business management tool, called COACHING, is the methodology used. We're not used to it and more importantly, reject, ambiguous methods. We start from the belief that everything has to be measured, step by step, with a pure scientific approach where intuition can not be much less excitement. We forget that not only have a mathematical intelligence, we also have emotional intelligence.

From my point of view, we are too closeted in a standardized learning concept, and a system of work organization stiff.


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