{"id":933,"date":"2009-05-15T10:26:35","date_gmt":"2009-05-15T13:26:35","guid":{"rendered":"http:\/\/actiongroup.com.ar\/?p=933"},"modified":"2016-10-01T19:10:36","modified_gmt":"2016-10-01T22:10:36","slug":"cuando-los-objetivos-no-se-cumplen","status":"publish","type":"post","link":"https:\/\/actiongroup.com.ar\/es\/cuando-los-objetivos-no-se-cumplen\/","title":{"rendered":"Cuando los Objetivos no se cumplen"},"content":{"rendered":"

\"\"<\/a>En el newsletter anterior hablamos sobre la forma correcta de plantear objetivos. S\u00f3lo para recordar, propon\u00edamos una regla mnemot\u00e9cnica:<\/p>\n

M <\/strong>edibles
\nA<\/strong> lcanzables
\nD<\/strong> esafiantes
\nE<\/strong> spec\u00edficos
\nR<\/strong> ealistas
\nA<\/strong> cotados (en el tiempo)<\/p>\n

Hasta aqu\u00ed todo parece estar claro. Pero \u00bfqu\u00e9 sucede cuando los objetivos no se cumplen?<\/p>\n

1.\tLos factores cr\u00edticos de \u00e9xito
\n<\/strong>
\nTodo ser\u00eda bastante sencillo si se tratara de seguir una regla simple. Pero no es as\u00ed como funcionamos las personas y las organizaciones (que no son otra cosa que conjuntos de personas). Vale la pena entonces considerar algunos factores que apuntan al \u00e9xito en el cumplimiento de los objetivos que planteamos:<\/p>\n

    \n
  1. Seleccionar a las personas\/grupos correctos:<\/strong> esto implica no s\u00f3lo evaluar la capacitaci\u00f3n, la experiencia, los antecedentes previos, etc; sino por sobre todo, ser conscientes de que esa persona\/grupo debe inspirarnos confianza. Esto implica que gran parte del proceso est\u00e1 asociado no tanto a elementos racionales y, en teor\u00eda, objetivos, sino a un elemento fundamentalmente afectivo: conf\u00edo o no en quien tendr\u00e1 las responsabilidad de llevar a cabo lo necesario para lograr el resultado que nos proponemos alcanzar?<\/li>\n
  2. Proveer los recursos:<\/strong> Hacer un proceso de fijaci\u00f3n de objetivos, asignarlos a los responsables y esperar que se cumplan es casi una fantas\u00eda cuando quienes deben hacer funcionar el tema carecen de los recursos necesarios (humanos, financieros, materiales, de tiempo, etc) y del poder de decisi\u00f3n para conseguirlos. Esto es responsabilidad absoluta de la direcci\u00f3n\/gerencia\/jefaturas. Imagino ya los comentarios \u201ces que me van a pedir cualquier cosa\u201d. Si esto es as\u00ed, volvamos al punto (a): el tema es la confianza y es all\u00ed donde se deber\u00e1 poner el foco del trabajo.<\/li>\n
  3. Definir los mecanismos de retroalimentaci\u00f3n:<\/strong> o dicho de forma m\u00e1s sencilla \u00bfDe qu\u00e9 manera nos vamos a enterar c\u00f3mo vamos?. Esto implica entre otras cosas: consensuar indicadores (MEDIR, MEDIR, MEDIR!!), establecer periodicidad de reuniones, visitas, auditor\u00edas, etc. En conclusi\u00f3n, todo aquello que permita evaluar si estamos en la direcci\u00f3n correcta y a la velocidad adecuada.<\/li>\n<\/ol>\n

    Si cumplimos con lo anterior, gran parte de nuestro \u00e9xito estar\u00e1 asegurado.<\/p>\n

    2.\tEvitar las sorpresas de \u00faltimo momento<\/strong><\/p>\n

    Ok. Ya fijamos los objetivos, seleccionamos a los responsables, delegamos y nos aseguramos de que cuenten con todos los recursos necesarios.
    \n\u00bfQu\u00e9 hacemos ahora? \u00bfNos sentamos a esperar?
    \nDefinitivamente NO. Este es el momento de poner en evidencia la coherencia entre los dichos y el hecho. Y la forma es el monitoreo peri\u00f3dico.
    \nPero atenci\u00f3n!!! Monitorear no es perseguir, controlar, acosar. Se trata de hacer un seguimiento en conjunto con los responsables de lograr los resultados para saber:<\/p>\n

    \u00bfC\u00f3mo vamos?
    \n\u00bfQu\u00e9 cosas del plan est\u00e1n funcionando bien?
    \n\u00bfQu\u00e9 cosas del plan no est\u00e1n funcionando y debemos modificar?
    \n\u00bfQu\u00e9 hace falta, que no hayamos previsto en la situaci\u00f3n inicial?
    \n\u00bfQu\u00e9 obst\u00e1culos nuevos encontramos?
    \n\u00bfQu\u00e9 escenarios se modificaron desde la \u00faltima vez que nos reunimos?<\/p>\n

    El fruto de la reflexi\u00f3n y el an\u00e1lisis conjunto del progreso permitir\u00e1 las correcciones, planes de contingencia y\/o confirmaciones que necesitamos para no tener sorpresas al final del camino, cuando s\u00f3lo queda mirar hacia atr\u00e1s y lamentarse de lo que podr\u00edamos haber hecho y no hicimos.<\/p>\n

    3.\tErrare humanum est…
    \n<\/strong>
    \nAs\u00ed y todo, siempre es posible equivocarse.
    \nNo busque culpables.
    \nAnalice en conjunto con quienes fueron responsables.
    \nPreg\u00fantense: \u00bfqu\u00e9 pas\u00f3? \u00bfPor qu\u00e9 pas\u00f3 lo que pas\u00f3?
    \nNo se pregunte: \u00bfQui\u00e9n fue?
    \nAsuma esto como una oportunidad de aprendizaje conjunto para que en el pr\u00f3ximo plan no se repita la misma historia. El an\u00e1lisis de problemas y la toma de decisiones en equipo implican un proceso arduo, con puntos de vista diferentes, intereses, modos. Sin embargo, es en la diversidad, en la sinergia donde est\u00e1n las respuestas que nos llevan por el camino de la mejora.<\/p>\n

    Porque, como dijo Nietzsche: \u201cUn mismo texto admite infinito n\u00famero de interpretaciones\u201d<\/strong><\/p>\n

    Los invito a reflexionar. Hasta el mes que viene<\/p>\n","protected":false},"excerpt":{"rendered":"

    En el newsletter anterior hablamos sobre la forma correcta de… <\/p>\n","protected":false},"author":3,"featured_media":934,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_crdt_document":"","footnotes":""},"categories":[218],"tags":[],"class_list":["post-933","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-diagnostico-organizacional-y-plan-de-accion"],"acf":[],"yoast_head":"\nCuando los Objetivos no se cumplen - Action Group, Education & Consulting<\/title>\n<meta name=\"description\" content=\"En el newsletter anterior hablamos sobre la forma correcta de plantear objetivos. 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