The seven foundations presented below are an abstraction of the gravitation to the birthing question: ‘Who is the Other?’ We cannot talk about sustainability, for example, if we don’t start asking who is the Other. We cannot delineate alternative organizational structures if we don’t start asking about the Other.
Dignity. In every human interaction, dignity must prevail. However, it is difficult to define it, since each human being is unique. Diversity is part of understanding dignity, which challenges the traditional approach towards ‘identity’. Identity is to be identical to, and here is the emergence of unique and authentic characteristics of the human being, and the beings as a group. Hence, the important elements are compassion, caring, multicultural understanding, and humbleness. All these, embedded and imbricated into dignity create the space for the emergence of human purpose and human flourishing.
Ethical Behavior. In every human interaction, transparency must be the norm. Nothing should be hidden from the interaction, unless the Other feels that s(he) needs more quantum-time to know the person. Ethics should be based on transparency, where all the topics, interests, differences, scope, and so forth, are part of the conversation. Hence, the important elements are stewardship, critical view of the Law, honesty, integrity, fairness, and accountability.
Holistic Thinking. Every human interaction should actualize the actual mental models, and since they are tacit and hidden, it should activate the emergence of mindsets. Group support to the person must be present so s(he) can embrace and feel safe to make the changes needed in her mindsets. Paradigm shift is the final outcome towards more humanly interactions. Hence, multiple intelligence’s, brain plasticity, pattern seeking, and quantic humanism must be present to ‘think outside of the box’ and be aware of this.
Alternative Organizational Structure. In every social interaction, the currents of power within people, institutions and structures must be redistributed and/or redefined. Power and authority must come from below, must be given by the group with whom I am interacting with, and not by any social so-called legitimated authority. Hence, the important elements here are adaptability and holistic models of performance.
Dialogue. Every human interaction must be based on trust. To be trusted by the others, and to be a trusted person is what solidifies respect and transparency. The three are the basis of any communication. In order to dialogue to emerge from communication, a relational approach has to be established, instead of a transactional one. Additionally, the language used in the social interactions has to be deconstructed and humanized, searching also for empathy and self-awareness.
Management Styles. In every social interaction within the workplace, a environment where human flourish can happen must be promoted. Thus the three pillars for an authentic communication, respect, transparency and trust must be always present. Every manager should have in her management approach a lot of inspiration, participation, belonging, honesty, equanimity, autonomy and learning, among others. An adaptable and integral organizational environment would emerge.
Sustainability & Social Inclusion. The borders that the construct ‘social institutions’ have created must be eroded and/or deconstructed. Every company, every business must see itself as part of a holistic socializing/educating framework. When this happens, the ‘social obligation’ of them become redefined and social inclusion and sustainability are the guiding new strategies. Producing ‘things’ or selling services are the ‘social excuse’, since the final social outcome is human flourishing. Thus, inclusion, work-family balance, wealth equal-distribution, inequality reduction, transparency in finance reports, dialogic ethics, among others, are part of this new vision of business.
The results, within an organizational perspective, are higher engagement, deeper purposes—and a linkage between personal meaning and organizational purpose, autonomy, faster experimentation, and higher level of motivation. The results for the society are related to the well-being of people. At this point it is necessary to stress that productivity and economic growth are necessary; they way to achieve those goals is what needs to be revised; it is necessary to place people, not money, at the center of the economy. Workers who feel they are included, taken into consideration in their jobs, motivated in their places to work are people who can achieve higher levels of quality of life, since they would feel better about their jobs, who are at the core of the system. The goal is not economic growth per se, the goal is the development of the person, and a managerial system that places the person at the center is definitely the way to go.
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