UNIVERSIDAD NACIONAL EXPERIMENTAL POLITÉCNICA DE LA FUERZA ARMADA
SOCIAL – MANAGERIAL LEARNING IN COMPLEX CONTEXTS: SIDOR’S TRANSITION
Dr. Miguel A Álvarez Cádiz Postdoctorado en Ciencias
Caracas, Venezuela
Vygotsky [1]
Positioning a concept of the Zone of Proximal Development
In the middle circle, representing the zone of proximal development, students cannot complete tasks unaided, but can complete them with guidance
In Management, it refers to the distance between what a Manager can do on his/her own and what the Manager can complete with expert assistance.
[1] Vygotsky, L.S. (1978). Mind and society: The development of higher psychological processes. Cambridge, MA: Harvard University Press
BANDURA’S SOCIAL LEARNING THEORY [2] states that people learn within a social context. It is facilitated through concepts such as modeling and observational learning. His approach emphasized cognitive and information-processing capabilities that facilitate social behavior.
•LIVE MODEL: An actual person is demonstrating the desired behavior.
•VERBAL INSTRUCTION: An individual describes the desired behavior in detail, and instructs the participant in how to engage in the behavior.
•SYMBOLIC: Learning occurs by means of the media, including movies, television, Internet, literature, and radio.
SOME IMPORTANT THEORICAL BASIS
Rotter(1954) [3] , Suggests that the effect of behaviour has an impact on the motivation of people to engage in that specific behaviour. Bandura, Vygotsky and Rotter illustrate the interactive effect of various factors such as the environment, behavior, and internal events that influence perspectives.
CONTEXT: And we add: People learn from complex contexts.
Let’s see the context: SIDOR C.A, a company, which was privatized and then became nationalized by President Chavez, and the context analysis model from which this company and the managers carried out its social learning.
[2] Bandura, Albert.,(2012) " Psychologists and Their Theories for Students. Ed. Kristine Krapp. Vol. 1. Detroit: Gale, 2005. 39–66. Gale Virtual Reference Library. Web. 3 Apr. 2012.[3] Rotter, J. B. (1993). "Expectancies". In C. E. Walker (Ed.). The history of clinical psychology in autobiography (vol. II). Brooks/Cole.
What managers had to learn, (and learn it soon)?
The proposed, coherent approach with Snowden and Boone’s[8]
explanations, does not preclude four domains where it is possible to handle management:
(1) simple context, (2) complicated context, (3) complex context and (4) chaotic context,
Helped managers to determine the operative predominant context so that they could take proper decisions, where every domain requires different actions.
(1) Management decisions were subject to little change, problems to this domain were order processing and fulfillment, marketing, logistics and all systematized processes under ISO9001: 2008 standard.
(2) Management decisions made in complicated contexts are not easy and often require experience and diagnostic capability. The only thing known were unknown ones.
(3) Management moved into an unknown world; it was the business part which actually changed after nationalization. It was not known where supplies, spare parts, or planning, business guidelines or social thematic would come.
(4) The chaotic was the domain of rapid and timely response for the management staff; managerial work does not consist of discovering patterns or correct responses, but to stop entropy.
[8] David J. Snowden and Mary E. Boone . (2007),A Leader’s Framework for Decision Making The Harvard Business Review Paperback Series
•Those who came to Ciudad Guayana to be part of the management staff during SIDOR C.A’s transition process learned in business schools and universities to work in order domains (simple and complicated), but on having to face the changeable reality, should have trusted in their natural capacities when they were operating in disorder contexts (complex and chaotic), the first norm for the manager was to change and to be adapted to the environment, social managerial learning was compulsory in an everyday more complex and sometimes chaotic context.
When the chaotic situation was overcome, the management staff had to change again and move in all four quadrants that originated in themselves an original management model that moved at ease in simple, complicated, complex and chaotic contexts.
THE CYNEFIN FRAMEWORK
ANY QUESTIONS? ................
Dr. Miguel Antonio Álvarez Cá[email protected]. ve malvare2000@ yahoo.com
