Hamel e Prahalad num livro publicado em 1994 com o título "Competing for the Future" dedicam o capítulo III a "Aprender a esquecer"
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"... beliefs are, at least in part, the product of a particular industry environment. When that environment changes rapidly and radically, those beliefs may become a threat to survival.Acquired through business schools and other educational experiences and from consultants and management gurus, absorbed from peers and the business press, and formed out of career experiences, a manager's genetic coding establishes the range and likelihood of responses in particular situations. In this sense they bound or "frame" a firm's perspective on what it means to be "strategic," the available repertoire of competitive stratagems, the interests that senior management serves, the choice of tools for policy deployment, ideal organization types, and so on.
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Managerial frames, the corporate equivalent of genetic coding, limit management's perception to a particular slice of reality. Managers live inside their frames and, to a very great extent, don't know what lies outside. (Moi ici: Daí o valor da humildade de Kepler)
Although each individual in a company may see the world somewhat differently, managerial frames within an organization are typically more alike than different.
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The deeply encoded lessons of the past that are passed from one generation of managers (Moi ici: políticos, consultores, auditores, ...) to another pose two dangers for any organization. First, individuals may, over time, forget why they believe what they believe. Second, managers may come to believe that what they don't know isn't worth knowing. A failure to appreciate the contingent nature of corporate beliefs afflicts many companies. Yesterday's "good ideas" become today's "policy guidelines" and tomorrow's "mandates." (Moi ici: Pimenta Machado sempre actual)
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Industry conventions and "accepted best practices" assume a life of their own. Dogmas go unquestioned, and seldom do managers ask how we got this particular view of organization, strategy, competition, or our industry."
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Industry conventions and "accepted best practices" assume a life of their own. Dogmas go unquestioned, and seldom do managers ask how we got this particular view of organization, strategy, competition, or our industry."
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Qual a experiência de vida dos políticos? Que experiências os moldaram e condicionam as suas "gut reactions"?
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Será que percebem o quanto o mundo mudou desde Agosto de 2007, ou desde Janeiro de 1999?
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Aprender a esquecer é difícil.
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A aprendizagem inicial moldou-nos, formou-nos, ajudou-nos, e é preciso um esforço, uma experiência de saída fora do corpo, uma reflexão intensa ou um choque para a pôr em causa, não para a destruir e amaldiçoar, mas para a ultrapassar, mas para olhar para ela como um degrau anterior que já foi ultrapassado, mas que foi essencial para nos trazer até aqui onde estamos.
4 comentários:
Caro Ccz,
Lembra-se disto?
"But once a society had crossed the survival threshold (particularly after the advent of settled agriculture), such social short-circuiting of the selection process became not just possible, but ever more likely as the group grew richer. If a tribe is generally surviving and the Big Man's graft, corruption, or incompetence isn't life threatening, then relatively few people may even be aware of the additional wealth their tribe is giving up. As Robert Wright points out, competition puts some checks and balances on this; eventually, another Big Man might come along promising to do better and topple the old one, or the poorly performing tribe might be violently taken over by a better-organized one. But there is nothing to guarantee that the new Big Man or tribe will turn out any better than the old one. Thus, the main impact of political interference in the process of Business Plan selection is to slow down evolution s clock-speed. In extreme cases, chiefs, kings, dictators, and other Big Men can actually stop economic evolution in its tracks, and as long as people are merely close to starving, as opposed to actually starving, such evolutionary dead ends can last for very long periods. "
Em "The Origin of Wealth; Evolution, Complexity, and the Radical Remaking of Economics" do Eric Beinhocker.
Vai demorar, mas um dia aprendem.
Caro Carlos,
Grande livro, enorme, uma referência para mim.
O que eu já escrevi neste bogue sobre a Big Man economy...
O parasita estúpido é o que mata o hospedeiro, o parasita inteligente não mata, apenas mói o hospedeiro.
Por isso é que eu, que não gosto e não confio neste regime económico socialista que nos depena, gosto de ouvir o Picanço e a Avoila falar, são meus aliados objectivos, na sua ganância são capazes de matar o hospedeiro e precipitar a mudança de regime.
artigo que me parece relevante neste contexto
http://artlifework.wordpress.com/2010/05/18/do-companies-have-lizard-brains/
Do companies have lizard brains?
Obrigado Vítor, tomei nota e já o citei hoje.
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