SalbaVivas October 2014. Redarchy and Project

At SalbaVivas this month of October, we recommended the Conference, under the title Trends in People Management, given by trainer Carmen Torralvo on Wednesday, October 15 at 7:00 p.m., at the FEDA Albacete and organized by the FEDA Business School.

Oscar García Zamora, Manager of Environmental Ideas, attended this conference and comments on his impressions.

Redarchy and Project.
Thanks to the FEDA initiative (as part of her presentation of MBA courses) Carmen Torralvo transferred us on the 15th in a natural way and absent of anglicisms, which is worth considering in these times, the trends and challenges that will dominate the industrial relations scenario in companies in the next 20 years.
Before stating the main lines and conclusions, the main message he conveyed to us was the important added value or differentiating component that many companies already have because they were pioneers and had opted for a way of managing their human teams in accordance with the following principles:

• Talent Development and Management. The motivation of your team must be based on a “project” rather than an exclusive financial compensation; since it is an effective way to retain talent in companies and to have motivated teams committed to their development because this project is the vehicle for achieving success (both at corporate and private levels). All this complemented by promoting corporate values such as CSR in companies; respect for the environment and a series of civic or ethical principles shared by the human team of companies.

• New and diverse worker profiles in companies that make it necessary to have a specific remuneration and recognition policy for each group of people. Because in the same company, profiles such as “digital natives” can coexist together with traditional profiles. For this reason, a fundamental value in any current work environment, however obvious it may seem, must be flexibility (not to prejudge or generalize) and to know how to properly manage the diversity of profiles.

• Linked to the above, the main message title of this post, which is the commitment to Redarquia. Redarchy is an emerging organizational model characteristic of new open collaboration networks -especially Web 2.0- and is based on the interactions that multiple agents maintain with each other when they share their talent and knowledge in an open and transparent way, in peer-to-peer relationships. Compared to the traditional hierarchical organizational model, in which orders are imposed and run exclusively from top to bottom, redarchy is an order that works from the bottom up: decisions and solutions emerge naturally as a spontaneous distillation of collective intelligence.

• Adaptive Leadership “show others that you can change, don't wait for others to prove it to you or handle changes with skill” It is to bet on a leadership and teamwork style that is participatory and co-responsible to get teams motivated and face changes and challenges in an intelligent and efficient way. Adaptive Leadership helps individuals and organizations adapt and thrive in highly changing and complex environments. It is being able, both individually and collectively, to take on the gradual but significant process of adaptation. It's about distinguishing the essential from the expendable and bringing about a change in the status quo. The moment you realize that your organization's aspirations — the innovation and progress it wants to see — demand values, habits and competencies that are beyond its current capabilities, the Adaptive Leadership framework is what it needs to effectively reduce the gap between its aspirations and reality. This framework provides you with a disciplined approach to doing more of what matters most to you.

• What does it mean to exercise leadership? Leading is a dangerous activity that requires intelligence, courage and connection. Today there is a great deal of confusion about what it is to lead. There is a romantic and attractive approach to thinking of leadership as inspiration, as decisive actions with powerful rewards. Leaders (generally referred to as authority) are also confused with the exercise of leading—which generates ineffective consequences in society, organizations and other social systems. Leading requires taking risks that can jeopardize one's professional and personal development. Risks are also for teams and organizations that may stop progressing or become obsolete. Leading involves putting yourself in the line of fire, challenging people's comfort, and working with hidden issues. People tend to resist and push in the opposite direction, giving rise to the great temptation to privilege both their own security and that of their allies and not to move forward. Those who choose to lead take risks and are sometimes hurt, seduced, or marginalized. Therefore, the exercise of leadership must be considered as something strategic and purposeful that, despite the resistances and dangers it faces, allows those who assume it to fulfill the objective of provoking the learning that the organization needs.

We hope that the summary of this “MBA pill” that we always make after the events we advertise in Salbavivas will be of interest or useful to you.
The Phrase: long live the redarchy!

The Note: 7.5 out of 10.

Other sources: Wikipedia and www.claconsulting.com