DINAMICAS EN EQUIPOS.ppsx

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HebeBouvet

LALOUX

Leadership & Management

CONFORMACIÓN DE EQUIPOS POR COLOR
ROJO
ÁMBAR
NARANJA
VERDE
TURQUEZA

Limitación: Visión a corto
plazo
ROJO EJEMPLOS
IDEAS
TRASCENDENTALES
CARACTERÍSTICAS

Limitación: Limitaciones
cuando surgen
condicionamientos que
requieren nuevos enfoques JERARQUÍA
ESTABILIDAD
CONTROL
ESCUELAS
PÚBLICAS
GOBIERNOS
IGLESIAS
TRADICIONALES
PERSPECTIVA A
LARGO PLAZO
PROCESO
ROLES
FORMALES
ÁMBAR

COMPETENCIA
UTILIDAD
METAS
LÍDERES ESTRATEGIAS
LIBERTAD EN
NIVELES MÁS
BAJOS DE
JERARQUÍA
INNOVACIÓN
RENDICIÓN DE
CUENTAS
MERITOCRACIA
UNIVERSIDADES
PÚBLICAS
CORPORACIONES
Limitación: Falta de
cumplimiento y
compromiso con su
trabajo
NARANJA

DELEITAR A
LOS CLIENTES
TOMA DE
DECISIONES
VALORES
COMPARTIDOS
COMPROMISO
EQUILIBRIO DE
LAS PARTES
INTERESADAS
CULTURA POR
ENCIMA DE LA
ESTRATEGIA
EMPODERAMIENTO
MOVIMIENTOS AGILES
Y LEAL
Limitación: La toma de
decisiones se torna lenta
para establecer un
consenso y las
estructuras jerárquicas
entran en conflicto por
tener mayor autonomía
VERDE

ORGANIZACIONES ANTI
FRÁGILES
PROPÓSITO SUPERIOR
PROPÓSITO EVOLUTIVO
TOMA DE DECISIONES
DISTRIBUIDO
ENTEREZA
GERENCIA INDIVIDUAL
TURQUESA

ORGANIZACIONES TEAL: Son aquellas en las que el capital humano es el protagonista y que, además, simplifican
la jerarquización y otorgan menos importancia al control, fomentando el sentido de la responsabilidad de sus
trabajadores y ofreciéndoles continuas oportunidades de formación y desarrollo profesional y personal.
•¿Cómo trabajarían con un equipo que tiene que mejorar su autonomía?
•¿Qué distinciones claves tendrían que trasmitir?
•¿Qué comportamientos tendrían que fomentar en esos equipos?

PREGUNTAS DISPARADORAS
• ¿Cómo trabajarían con un equipo que tiene que mejorar su
autonomía?
• ¿Qué distinciones claves tendrían que trasmitir?
• ¿Qué comportamientos tendrían que fomentar en esos equipos?

CONSIGNA DE TRABAJO
• OBSERVAR, CARACTERÍSTICAS ORGANIZACIONALES, IDEAS TRASCENDENTALES Y
EJEMPLOS.
• ELABORAR DE ACUERDO A LO OBSERVADO UN CONCEPTO SOBRE AUTORIDAD Y
OTRO SOBRE AUTONOMÍA
• COLOCARLO EN EL SIGUIENTE PIZARRÓN
https://www.canva.com/design/DAFuKqjDuDM/V_LI2AfuBD3dkaJGvdESog/edit?ut
m_content=DAFuKqjDuDM&utm_campaign=designshare&utm_medium=link2&ut
m_source=sharebutton

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DINAMICAS EN EQUIPOS.ppsx

1. CONFORMACIÓN DE EQUIPOS POR COLOR ROJO ÁMBAR NARANJA VERDE TURQUEZA

2. Limitación: Visión a corto plazo ROJO EJEMPLOS IDEAS TRASCENDENTALES CARACTERÍSTICAS

3. Limitación: Limitaciones cuando surgen condicionamientos que requieren nuevos enfoques JERARQUÍA ESTABILIDAD CONTROL ESCUELAS PÚBLICAS GOBIERNOS IGLESIAS TRADICIONALES PERSPECTIVA A LARGO PLAZO PROCESO ROLES FORMALES ÁMBAR

4. COMPETENCIA UTILIDAD METAS LÍDERES ESTRATEGIAS LIBERTAD EN NIVELES MÁS BAJOS DE JERARQUÍA INNOVACIÓN RENDICIÓN DE CUENTAS MERITOCRACIA UNIVERSIDADES PÚBLICAS CORPORACIONES Limitación: Falta de cumplimiento y compromiso con su trabajo NARANJA

5. DELEITAR A LOS CLIENTES TOMA DE DECISIONES VALORES COMPARTIDOS COMPROMISO EQUILIBRIO DE LAS PARTES INTERESADAS CULTURA POR ENCIMA DE LA ESTRATEGIA EMPODERAMIENTO MOVIMIENTOS AGILES Y LEAL Limitación: La toma de decisiones se torna lenta para establecer un consenso y las estructuras jerárquicas entran en conflicto por tener mayor autonomía VERDE

6. ORGANIZACIONES ANTI FRÁGILES PROPÓSITO SUPERIOR PROPÓSITO EVOLUTIVO TOMA DE DECISIONES DISTRIBUIDO ENTEREZA GERENCIA INDIVIDUAL TURQUESA

7. ORGANIZACIONES ANTI FRÁGILES PROPÓSITO SUPERIOR PROPÓSITO EVOLUTIVO TOMA DE DECISIONES DISTRIBUIDO ENTEREZA GERENCIA INDIVIDUAL TURQUESA “sistemas vivientes”, ya que surgen cuando las compañías descubren cómo trabajar de forma autogestionada.

9. ORGANIZACIONES TEAL: Son aquellas en las que el capital humano es el protagonista y que, además, simplifican la jerarquización y otorgan menos importancia al control, fomentando el sentido de la responsabilidad de sus trabajadores y ofreciéndoles continuas oportunidades de formación y desarrollo profesional y personal. •¿Cómo trabajarían con un equipo que tiene que mejorar su autonomía? •¿Qué distinciones claves tendrían que trasmitir? •¿Qué comportamientos tendrían que fomentar en esos equipos?

10. PREGUNTAS DISPARADORAS • ¿Cómo trabajarían con un equipo que tiene que mejorar su autonomía? • ¿Qué distinciones claves tendrían que trasmitir? • ¿Qué comportamientos tendrían que fomentar en esos equipos?

11. CONSIGNA DE TRABAJO • OBSERVAR, CARACTERÍSTICAS ORGANIZACIONALES, IDEAS TRASCENDENTALES Y EJEMPLOS. • ELABORAR DE ACUERDO A LO OBSERVADO UN CONCEPTO SOBRE AUTORIDAD Y OTRO SOBRE AUTONOMÍA • COLOCARLO EN EL SIGUIENTE PIZARRÓN https://www.canva.com/design/DAFuKqjDuDM/V_LI2AfuBD3dkaJGvdESog/edit?ut m_content=DAFuKqjDuDM&utm_campaign=designshare&utm_medium=link2&ut m_source=sharebutton

DINAMICAS EN EQUIPOS.ppsx

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DINAMICAS EN EQUIPOS.ppsx