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The Best Model for an Institution Published: Sunday, March 21, 1999 By: Dr. Manuel Angel Morales

For decades we have been working with the management question of, what is the best model for different types of organization? We have worked with corporations, families, schools, communities and orchestras, among others. An interesting task has been that of portraying the university as a model for business, an institution where the sciences, professional skills, attention to the body, and the humanities are well blended. The point is that we must not develop people for the sake of work only; work exists to develop people. This is the saintification of work. Not only is this morally right, it is also commercially savvy. Our experience with the concept and application of the Corporate University is a good example of the fact that much teaching goes on in business these days. Then our predicament is that we can view business as a university where character, leadership, management and teamwork are taught through an elegant integration of business realism and psychological sensibility. Only in this way can we develop the people of the future.

This lead us to a new prospectus: all institutions will exhibit a through understanding of the inevitable connection between results and heart, where heart also include spirit and faith. This model of institutions will show the merger of results and heart in its internal behavior (its management systems, production and services processes). By now, organizations know that there is a necessary tie between effective operations and how people think and feel. Installing this results-heart loop will be key to the new model of doing business. The message: results require heart. Organizational cooperation, teamwork and efficiency require a new way to think. Power requires wisdom, that was Plato`s message. Organizational effectiveness requires caring and compassion as core ingredients of superb services. The competitive advantage requires human depth and understanding. No wonder, when we interview Presidents and General Managers these days they say that they would like to become some sort of psychologist or sociologist. Productivity requires meaningful work and personal fulfillment. Consistent profitability requires human authenticity, being true to yourself and to others. High-quality products and services require high-quality people and high-quality human interactions. The same professional attention given to high-quality production and delivery of services must be devoted to the development of high-quality people and high-quality human interactions. Human beings cannot fake their capacities in how they treat each other.

Healthy institutions are educating all people (in human relations, management systems, customer service, process redesign and product and service delivery) in psychological sensibility skills. The challenge to leadership is to overcome the metaphor of lean and mean. One must implement an organization`s number one business objective by training managers on the competencies of the humanities for themselves and for all their stakeholders. If not bureaupathology will spread. People must be continually challenged to reassess the quality of their performance minds. Are they thinking as truly human beings do? Are you? Is the organization? One must insist that perceptions, thoughts and feelings exhibit greatness in performance.

Change begins with a different way of thinking. In the 21st. century we are informing all employees, relationships and organizational objectives with a sensibility message. The psychological tool for doing all this is just doing it, because we can.

 


Copyright 1999, QBS Inc.
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