Advertising and Business

A. Reasons for changing the practice of power.

The systems do not evolve, the systems are, and evolution, as a whole, is given by the resilience and sustainability in the environments that we understand how changing. If the perceived environment changes, so does power.

Thus, systems do not change, only our perception against them, and the order of needs we feel, be accommodating to different perceptions that we are prepared to understand. The proof that the systems do not change, but the perception of the societies they live, living systems today is that very “primitive” systems “advanced”.

The companies are burning stages, sometimes literally, to get understanding and living one system or another.

Some changes in social perception that end up creating facts of adoption of other systems:

The zero-sum economy is beginning to be challenged and thus the scarcity mentality as acceptable standards.

The people gradually lose their innocence and their tolerance to excess.

Accessible information empowers people in their ability to produce new information.

The world in real time by speeding change of perception by outcrossing (exchange of data, information and communication).

Competitiveness is a function of speed, and this depends on the ability to nimbly manage knowledge and change.

Uncertainty is a fact that people feel, with some emotional reactions, even as a return to paternalistic system, which, however, are not sustainable.

The consciousness of freedom begins to identify increasingly with the consciousness of belonging to a society.

The new requirement that organizations such as sustainable social change factors.

Experience increasingly clear sense of the results of inappropriate behavior with the planet in its economic, governance and peace and destruction of human integrity.

The new social microstructures of family and gender.

B. The power to gain ground against the power of coercion.

If we review the triangle proposed here, we see that there are three angles of the triangle close to that social order instituted (PI), authority (A) and leadership (L).

Power instituted.

It is a social structure based on agreements, principles, approaches, objectives and values. The power allows a group established social or business is sustainable and manageable, since it depends on the judgment or mood of one or few people, but obey objectivities agreements, born of the IP agreement.

These agreements give the regulatory framework, the framework for decision making, and ensure that the institution does not lose its nature subjectively choosing objectives that the derailing of his reason for being. Shown in blue, according to Norton and Kaplan colorimetry, it is the world of vision and high-level strategic management. If your definition fails, the triangle is broken on one side. It is the keystone that holds the system.

Authority

It is a component derived from the established power structures born, and involves the ability to bring that strategy to the shared procedure, the empowerment process and the allocation of authority and delegation decides to allow. Component has a reputation, as well as the power of universal acceptance is established, the authority is gained by its ability to carry it out and turn it into results. It’s green, and seeks to generate fluid tactical management processes. The well-run authority is basically an application of progressive democracy, under founding principles (components included in PI).

Leadership

It represents a component derived from the responsibilities of each member or group within an organization specific. The PI is derived from cutting macro strategic agreements. A derived from practice and leadership shared-L-, arises from the ability of human growth and development, so it is represented in red, life, creation and warmth. As we see, life does not marry authoritarianism, primitive version of leadership, but the ability to represent the feelings of others, and connect with everyday growth. Its scope is practical and produces results in light of shared codes.

C. Interrelationships between the corners of organizational power.

This triangle is not a representation of an organizational structure or a chart, but involves a navigation map for team management, social life itself of a socialized enterprise or initiative, regardless of their level in the hierarchy, so lends even for horizontal steps. The interrelationships between the three angles give life to the ability of a company.

Implementation of the objectives.

Connect to power instituted (PI) with the authority (A). Lets convert objectives into processes that explain how to determine. These processes can not be static, and therefore also show continuous improvement, research and development and knowledge management.

Implications of not applying: he breaks the ability to turn strategy into results, the population, defined as middle management and base, disappear as a factor input focus, and create obstacles to competitiveness and make a proposal unviable. The micromanagement, in general, is a major obstacle to achieving this integration. It is the world’s empowerment.

Application of values.

Connect to power instituted (PI) to leadership (L). This is the foundation emotional, intellectual, and the ultimate meaning of human work. Without the ability to make itself a belief, authority loses its meaning, and power erodes established in illegitimacy, which ultimately generates populations aimed at satisfying needs and intermediates personality, to the detriment of the common good. Leadership requires the development of human skills and personal, to generate understanding and improvement.

It is the world of motivation and sense of belonging. A person can only give what you can conceive, feel, and it is the leader when it has sufficient empathy with a team, to interpret their feelings, connect with PI and determine a set of procedures.

Application of skills.

If the leader is unable to convert their skills socialized processes, then the triangle does not close. Apply competencies, initiatives involves converting processes, so that they encourage them with a foundation to give them human sense, that gives them ability to learn, conviction, and pragmatic approach to achieve objectives.

Finally we close the triangle with yellow, which makes an organization, a system capable socially. When we see or feel a company not running, start to check if our triangle closes or not.

Today we are in the world to do, so that others can do. In a group may have speed, or stagnation, there is no middle, at least not in terms of competitive governance. Depends on the balance of power decide to take.