{"id":2400,"date":"2012-11-02T16:58:08","date_gmt":"2012-11-02T19:58:08","guid":{"rendered":"http:\/\/actiongroup.com.ar\/?p=2400"},"modified":"2019-01-16T08:04:03","modified_gmt":"2019-01-16T11:04:03","slug":"el-diagnostico-que-impulsa-el-cambio","status":"publish","type":"post","link":"https:\/\/actiongroup.com.ar\/es\/el-diagnostico-que-impulsa-el-cambio\/","title":{"rendered":"El diagn\u00f3stico que impulsa el cambio"},"content":{"rendered":"

Se dice que cuando un asesor o auditor ingresa a la organizaci\u00f3n ya est\u00e1 interviniendo, generando cambios. Es cierto, aunque ser\u00eda ingenuo y pretencioso creer que es as\u00ed por exclusivo m\u00e9rito del asesor\/auditor.<\/p>\n

Efectivamente la organizaci\u00f3n comienza a cambiar desde el d\u00eda de la primera visita, no porque el asesor sea bueno o malo como tal, sino porque la sola presencia del extra\u00f1o desaf\u00eda a los participantes, quienes comienzan a tomar s\u00fabita conciencia de defectos y oportunidades de mejora.<\/p>\n

\"Diagnostico<\/p>\n

Las oportunidades de cambio siempre est\u00e1n presentes. Pasa que como seres humanos, muchas veces necesitamos de la ayuda de otros para verlas. Los fil\u00f3sofos griegos ya lo hab\u00edan descubierto: lo que nos afecta no es lo que nos sucede sino c\u00f3mo interpretamos lo que nos sucede.<\/em> La presencia del cuerpo extra\u00f1o pone en alerta los mecanismos de defensa y los sentidos se predisponen para entender mejor lo que acontece.<\/p>\n

La mayor\u00eda de las oportunidades de mejora siempre han estado all\u00ed pero nuestra rutina cotidiana nos impide verlas. Se han vuelto parte del paisaje y ya perdimos la capacidad de dejarnos sorprender por ellas. Ya no nos dicen nada. Est\u00e1n mudas para nuestros o\u00eddos e invisibles para nuestra vista. El d\u00eda a d\u00eda apag\u00f3 la novedad. Lo rutinario nos hizo perder la frescura de los primeros tiempos. Nos pasa en las organizaciones y tambi\u00e9n en nuestra propia vida.<\/p>\n

Cuando llega el asesor \/ auditor es como si de repente todo el organismo (=organizaci\u00f3n) se pusiera en alerta y entonces comienza a percibir, con ayuda del externo, lo que estaba all\u00ed pero no se pod\u00eda ver.<\/p>\n

Mir\u00e1bamos sin ver. Camin\u00e1bamos la organizaci\u00f3n sin comprender. Encima la ley de Murphy se vuelve a cumplir y, si algo deb\u00eda salir mal, seguramente sucede el d\u00eda que se recibe la visita de auditor\u00eda o asesoramiento…<\/p>\n

 <\/p>\n

El desde d\u00f3nde<\/strong><\/h3>\n

Cuando la auditor\u00eda o la asesor\u00eda contin\u00faa, aparece otro elemento esencial y no siempre transparentado: el \u201cdesde d\u00f3nde\u201d a partir del cual se mira la organizaci\u00f3n o el proceso a mejorar.<\/p>\n

Una organizaci\u00f3n puede ser decodificada con diversas claves de lectura. Los c\u00f3digos que utilicemos para entenderla afectar\u00e1n la forma en que la comprendamos, juzguemos y actuemos sobre ella.<\/p>\n

Para conocer necesitamos de paradigmas, esquemas mentales, modelos organizacionales a partir los cuales interpretar. Diagnosticar es conocer y conocer es interpretar. Los conflictos y los desacuerdos entre seres humanos se potencian cuando esas claves de lectura no est\u00e1n trasparentadas. Lo que yo espero, deseo o creo acerca del funcionamiento de la organizaci\u00f3n no coincide necesariamente con lo que el otro espera, desea y cree.<\/p>\n

Las claves siempre existen aunque yo mismo sea inconsciente de ellas. Lo tr\u00e1gico es creer que nuestras miradas son as\u00e9pticas, objetivas u obvias, o pero aun, ya comprendidas y aceptadas por el otro.<\/p>\n

Si como asesor \/ auditor guardo silencio del lugar a partir del cual voy a mirar la organizaci\u00f3n, es probable que mi cliente no coincida, no entienda o no termine de comprender el proceso y las resistencias no tardar\u00e1n en llegar. Por el contrario, si consensuamos antes la vara con la que se mide, el patr\u00f3n contra el que se compara, entonces, en lugar de resistencia habremos ganado un aliado valios\u00edsimo en la tarea de gestionar el cambio.<\/p>\n

Como consecuencia de lo anterior, el primer acto de honestidad y seriedad profesional es transparentar las claves de diagn\u00f3stico. En el \u00e1mbito de las organizaciones, estos sistemas hermen\u00e9uticos (interpretativos) pueden ser las mejores pr\u00e1cticas (del sector industrial en cuesti\u00f3n) o los llamados sistemas de gesti\u00f3n de clase mundial. En general consisten de una constelaci\u00f3n de principios organizacionales que han mostrado ser efectivos y cuya sistem\u00e1tica adhesi\u00f3n traer\u00e1 como consecuencia una mejora del performance organizacional.<\/p>\n

Hace poco, hablando con un colega que quer\u00eda contarme un caso me dec\u00eda: es curioso, despu\u00e9s de explic\u00e1rtelo lo entiendo mejor. Es l\u00f3gico, la cultura oriental tambi\u00e9n nos ense\u00f1\u00f3 que si quiero entender algo lo mejor es ponerlo en mis propias palabras y ense\u00f1\u00e1rselo a otros. El esfuerzo de explicarlo y de que el otro lo entienda nos hace ex\u2013poner (sacar fuera) los paradigmas y los puntos de vista. Entonces la comprensi\u00f3n es mejor, lo que antes estaba oculto o ensombrecido se transparenta y ese conocimiento ya impulsa la transformaci\u00f3n.<\/p>\n

Como bien dec\u00eda Stephen Covey: \u201cProcurar comprender requiere consideraci\u00f3n; procurar ser comprendido exige coraje\u201d.<\/em><\/p>\n

 <\/p>\n

Ing. Raul A. Perez Verzini
\nInstructor TPM N\u00b0 723 – JIPM
\nMagister en Desarrollo y Comportamiento Organizacional<\/h5>\n

 <\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

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