Desarrollo Organizacional, Cambio Organizacional e Inteligencia Organizacional e Inteligencia Organizacional
En uno de nuestros Talleres de Liderazgo una
persona nos
hizo llegar un comentario que creemos vale la pena compartir. En
dicho Taller se exploraban los distintos estilos de Liderazgo
mostrando los descubrimientos de "Ohio State University" al
encontrar evidencia que el Liderazgo se relaciona con dos
dimensiones. Tradicionalmente la perspectiva sobre liderazgo de
las personas se basa en que el Liderazgo es una dimensión
donde en un extremo encontramos el estilo autoritario mientras en
el otro extremo contamos con un tipo de liderazgo
participativo.
También se revisaron los conceptos y
prácticas de Robert Blake y
Jane Mouton
(The managerial grid III, Gulf – 1985) en relación
con la postura que adopta el superior ante sus subordinados. Este
participante al Taller manifestó que "a el le ha dado muy
buenos resultados adoptar siempre la posición autoritaria"
destacando que "encontró que siempre es el más
efectivo". Señalaba que "el jefe es el que tiene que
pensar y dar órdenes" y que el resto debe cumplirlas.
Según este participante el estilo de liderazgo
participativo no es el más efectivo, y por eso ha adoptado
– y se mantiene fiel – al estilo
autoritario.
Este comentario – que usualmente los participantes
no comparten en un Taller abierto aunque tengan ese mismo
pensamiento en
sus cabezas – dio origen a un debate muy
interesante. Luego de ese debate otro participante – al
observar que me había quedado callado en materia de dar
respuesta, ya que solamente había estimulado a
través de preguntas que "otros" expresen su punto de vista
– se dirige hacia mí y me formula siguiente pregunta
queriendo saber sobre mi parecer y qué tipo de respuesta
personal
estaría en condiciones de compartir con el participante
quien hizo la pregunta original.
Mi respuesta fue la siguiente: "¿Alguna vez
– y en distintas situaciones – usted ha probado un
estilo diferente?" Y en el caso de que lo haya hecho
"¿Cómo ha evaluado esos distintos resultados?" En
realidad, y algo que sí sabemos a ciencia
cierta, es que el comportamiento
autoritario puede ser útil en circunstancias de grave
peligro donde alguien debe decidir por el resto (como cuando el
Capitán de un buque que se hunde observa que hombres de 30
años se arrojan al bote sin dar preferencia a los niños,
mujeres y ancianos) y eventualmente donde no hay suficiente
tiempo para
dialogar sobre distintas opciones. Y lo que también
sabemos es que el estilo autoritario no da resultados a largo
plazo y además tiene un costo
psicológico muy alto.
Edgar Schein es un experto en relación con "la
fase inicial de las personas que ingresan a las corporaciones";
los ejecutivos, directivos y gerentes que ingresan a las organizaciones
requieren que la
organización haga algo más que simplemente
darles una oficina muy
bonita junto con una secretaria muy atenta. Y ¿Donde es
que aprendió Edgar Schein algunas de estas cosas que
influyen sobre el comportamiento
organizacional y que a su vez tienen consecuencias desde el
punto de eficiencia
organizativa?
Schein estuvo familiarizado con lo que les
sucedía a los prisioneros norteamericanos durante la
guerra que
Estados Unidos
de Norteamérica mantuvo en el Lejano Oriente. Y
también asistió a que los paracaidistas
norteamericanos no fueran capturados o muertos bajo los
índices que mostraban las estadísticas hasta esos
momentos.
Eric Gaynor Butterfield (Congreso de Desarrollo
Organizacional, Argentina – 1999) hace mención a
dos intervenciones de consultoría donde encuentra sustento al
hecho que algunas personas tienen "en sus cabezas" una forma de
liderar diferencial, y que la misma está relacionada con
"la visión que tienen respecto de cómo opera
una empresa"
(más estructurada o menos estructurada).
En estos trabajos se encontró que aquellos
líderes que concebían que la empresa
funcionaba principalmente en base a "su estructura
organizativa", lo cual implica privilegiar el organigrama y los
manuales de
descripción y funciones y
manual de
procedimientos, tendían a adoptar y hacer uso de un
estilo de relacionamiento con el personal de tipo
autoritario.
Mientras que aquellos directivos y ejecutivos en la
empresa que
tenían en sus cabezas (metafóricamente puesto que
es en sus mentes) que pasan muchos "otras cosas más" en la
empresa y que NO se relacionan con los aspectos formales y
estructurales de la organización (como es el caso de la
motivación, la persuasión, el compromiso) se
orientaban a adoptar un estilo de relacionamiento con el personal
de mayor consideración hacia ellos, más
participativo.
El desarrollo de
habilidades tanto intra personales como inter personales asiste a
las personas en aprender algo más respecto del
comportamiento de terceros, y pueden apreciar las distinciones
que están presentes en las personas. A su vez eso le ha de
permitir al conductor tener en cuenta la siguiente frase que todo
líder
debe tener presente: "No hay nada más injusto que tratar
igual a personas diferentes".
Todo el enfoque de comercialización se ha visto modificado
completamente respecto de cómo lo estaban haciendo, y con
él también lo ha sido el arreglo organizacional.
Thomas Peters & Robert Waterman ("In search of excellence:
lessons from America`s best-run companies"; Harper & Row –
1982) muestran que las organizaciones no pueden proyectarse en
base a lo que los líderes consideran que es el mejor
producto o
servicio y
después – en una segunda instancia – salir a
comercializarlo.
Este enfoque ha sido bueno hasta unos 20 años
atrás; ahora la perspectiva no es desde el producto o
servicio hacia el Cliente sino que
es "desde el Cliente – y lo que aprendo de él
– y hacia la empresa". La best practice conocida bajo el
nombre de Customer Relationship Management (CRM) hace
énfasis en este punto.
El campo de la psicología organizacional ha
servido para que aquellos que la aplican tengan ventajas
competitivas respecto de sus contendores. Por favor no vayan a
interpretar que por sí sola la diferencia en rentabilidad
se debe a las ciencias del
comportamiento o a la psicología organizacional. Los
costos operativos
y financieros así como también la estrategia de
ventas y la
tecnología
por la cual se procesan los productos y
servicios son
de vital importancia. Lo que sucede es que comúnmente los
conocimientos en estas materias son de "tipo público" y
por lo tanto todos pueden acceder a ellas.
De allí que la diferencia competitiva en
éstos momentos puede llegar a conseguirse como resultado
de lo que sí sabemos hoy en día respecto de
qué – y como – aplicar los conocimientos
sociales dentro de una empresa.
Y un último punto que quisiéramos
compartir con Usted. El estilo de relacionamiento que se basa en
privilegiar la "estructura" por encima de los procesos que
se suceden dentro de la empresa durante cada minuto, no ha
mostrado ser efectivo para realizar cambios en la empresa. Por lo
tanto, antes de terminar, y convencido de mis propios
rendimientos decrecientes, les hago llegar una última
pregunta:
¿Creen ustedes que el estilo
autoritario puede sostenerse en el tiempo teniendo en cuenta que
los CAMBIOS en las empresas deben
hacerse ahora a un ritmo casi vertiginoso?
The Organization Development Institute International,
Latin America ha editado este trabajo que
incluye una Bibliografía sobre Psicología
Organizacional que tiene muy en cuenta a las "diferencias
individuales", para ayudar a los ejecutivos corporativos y
propietarios en la tarea compleja y difícil que confrontan
diariamente relacionado con la conducción en sus
empresas.
El lector interesado en profundizar aún
más puede acudir a
donde se incluyen temáticas que están
fuertemente relacionados con esta Bibliografía (Motivación, Liderazgo, entre
otros).
Muchas gracias por compartir.
Psicología
Organizacional
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