Articles and ideas
Systems Archetypes for Strategic Decision-Making. Part I. Beyond the Quick-Fix Trap
Discover why organizations become trapped in cycles of short-term fixes and struggle to implement fundamental solutions. This analysis reveals how risk perception, social disruption, and power dynamics create a self-reinforcing system where quick fixes remain the default response despite diminishing effectiveness.
7 funciones clave para desarrollar organizaciones viables y adaptables. La organización sistémica.
Las organizaciones están en un proceso constante de cambio. Para producir valor al tiempo que estas absorben los cambios del entorno y se adaptan, necesitan 7 funciones clave interconectadas que les permitirán operar de forma efectiva y mientras mantienen la cohesión del sistema social que las forman.
Organisational Paradigms and Their Structural Problems
This article challenges current organisational paradigms and their limitations. It highlights the necessity of viewing organisations as open systems that are heavily influenced by technology and environmental factors. It argues that, to remain viable and improve quality of life, organisations must adapt, innovate and integrate sustainability into their core models.
Paradigmas organizacionales y sus problemas estructurales.
Las metáforas que usamos para organizar el trabajo condicionan la productividad de las organizaciones y determinan los problemas estructurales que tendremos que resolver para seguir siendo viables y sostenibles.
Organisations designed for control, conformity and performance efficiency
Organizations function as societal structuring mechanisms, managing human activity and resource distribution. While these systems enabled social complexity, they're shaped by those controlling key resources. Since the 1990s, globalization has led to tech giants' dominance, challenging governmental authority and establishing surveillance as the norm in organizational-individual relationships. To maximize efficiency, organizations manage human resources through conformist culture, strict performance standards, and reduced autonomy, despite humans' capacity for resistance. Growing polarization has shifted decision-making power to systems that view people primarily as capital-generating resources, leading to what Yanis Varoufakis calls "Techno-feudalism."
From leadership to collective leading functions
The idea of a leader with exceptional qualities to create a vision that inspires others to work together, with excellent strategic and decision-making skills, and being aware and resilient sounds like a superhero character more than a real person.