Training program Leadership for

Humanistic entrepreneurship

https://acortar.link/QMVQk2

Adaptive Leadership Strategies: OBSERVATION. Diagnosis of an organizational system or

social. Diagnosis of the adaptive challenge of an organization. The technical and the adaptive

LEARNING
RESULT
Analyzes leadership
challenges to undertake
organizational and/or social
change projects.
Training program Leadership for
Humanistic entrepreneurship
CONTENTS / THEMES EVIDENCE OF
LEARNING
Adaptive Leadership Portfolio: Adaptive
Strategies: OBSERVATION process matrix.
 Diagnosis of a system
organizational or social.
 Diagnosis of the adaptive
challenge of an
organization.
 The technical and the adaptive.
 Training program Leadership for
Humanistic entrepreneurship
TEAMWORK

https://www.youtube.com/watch?v=zfG00JfLRF0
 Training program Leadership for
Humanistic entrepreneurship

TEAMWORK

After watching the video, develop the

next work track:
1. Point out Darwin's expression regarding the
evolution of species and compare it with the
evolution of organizations.
2. From the evolutionary perspective, explain what
traits describe adaptive companies?
https://www.youtube.com/watch?v=zfG00JfLRF0
 Training program Leadership for
Humanistic entrepreneurship

INDIVIDUAL WORK

Answer the following question:

1. What do you understand by

organizations? Mention a feature

https://padlet.com/garciayalleluis/qu-entiendes-por-organizaciones-mencionar-una-caracter-stica-6q9fuiaca7sxff7z
 Training program Leadership for
Humanistic entrepreneurship

What is meant by organizations?

● Organizations are social systems. If one wants to analyze

them, it is necessary to understand how they operate.
Organizations combine science and people – technology
and humanity – Technology is difficult enough on its own,
but when you add it to people, you are faced with an
immensely complex social system that is challenging to
fully understand. However, we must have an
understanding of organizations because they are necessary
to achieve benefits in this civilized world. Contemporary
societies depend on organizations for their survival.
Davis and Newstrom (2004) Human behavior at work.
 Training program Leadership for
Humanistic entrepreneurship

ADAPTIVE
STRATEGY 1: CHALLENGE
OBSERVE

 Obtain a clear vision of the structures, values and culture

of the organization.
 Grasp the nature of the challenges
adaptive.
FOR
 Have a map of the interrelation networks with which
people mobilize when facing a challenge.
 Assess the overall adaptive capacity of the organization.
 Training program Leadership for
Humanistic entrepreneurship

● Structure: Defines the official

interrelationships of people in organizations.
STRUCTURE
Different types of work are required to carry
out the activities of an organization (e.g.
incentive program).
● Culture: These are beliefs, customs,
knowledge and practices accepted within the
organization (e.g. meeting standards and
protocols).
● Values: desirable points of view for the
ORGANIZATION
fulfillment of certain organizational objectives
(e.g., routine problem-solving processes).
VALUES CULTURE
 Training program Leadership for
Humanistic entrepreneurship

TEAMWORK: ACTIVITY N°1

After discussing as a team the norms that govern interactions within each of your
families: a) List two distinctive norms of one of your families b) Describe what the
impact has been on your ability to face the challenges in the pandemic c) After
analyzing how the tenacity of the status quo occurs within the family, point out
if these norms have allowed them to perform better in their new roles in coping with
the adaptive challenge.
 Training program Leadership for
Humanistic entrepreneurship

Status quo
The formal structures of an organization create the playing field and rules for all activities
that take place in the overall system. Each structure can enhance or limit an organization's
ability to adapt to changes in the business landscape.
 Training program Leadership for
Humanistic entrepreneurship

TEAMWORK: ACTIVITY N°2

In work teams, students make a list of 10 rituals for their family, taking into account
the next questions:

a) What do rituals celebrate or recognize?

b) Who is involved in the organization of these rituals?
c) What do these rituals suggest about adaptability to change?

Later relate them to the superficial cultural norms and forces in an organization.

Rituals can have multiple objectives, for example: the veneration of a deity, the rejection of a force that is considered evil or harmful or simply as a
reminder of pleasant moments, as happens at birthday parties. Likewise, they are practices that have accompanied people throughout their existence
and that remain in the current era (with modifications or adaptations) as happens in political, sports, funeral, mourning and recreational practices.
 Training program Leadership for
Humanistic entrepreneurship

Folklore

Culture of an group
Rituals organization norms

Meeting
protocols
 Training program Leadership for
Humanistic entrepreneurship

TEAMWORK: ACTIVITY N°3

Students make a list of 10 values common to their families and

They explain how these enable or hinder their adaptations to change.
 Training program Leadership for
Humanistic entrepreneurship

Predetermined values
“In addition to structures and culture, an organization's problem-solving defaults can provide insights into how
your organization operates as a system and its adaptability. Organizations turn to default values because they are
familiar with them being useful in explaining reality and solving problems of the past. When people in an
organization discover that a certain response to a particular type of situation worked well previously, they are
likely to repeat that response every time they encounter a seemingly similar situation” Heifetz, Grashow, and
Linsky (2009).
 Training program Leadership for
Humanistic entrepreneurship

Diagnosis of the adaptive challenge

TEAMWORK: ACTIVITY N°4

They choose an adaptation challenge that one of their families is currently facing, identifying:
a) Who have been involved to date?
b) What degree of authority do they possess?
c) How effective have they been so far?
d) What people have not been involved so far? and because? .
Diagnosis of the adaptive challenge. Dependence on authority
 Training program Leadership for
Humanistic entrepreneurship

Failure
cycle

DIAGNOSIS
OF THE Persistent
ADAPTIVE dependence
on authority
CHALLENGE

See beyond
what people
say.
 Humanistic Training Leadership for
Program entrepreneurship

Archetype 1: Gap between exposed values and

behavior.

DIAGNOSIS: Archetype 2: Competing commitments.

ADAPTIVE
CHALLENGE
ARCHETYPES

Archetype 3: Speaking the ineffable.

Archetype 4: Avoidance of work.

 Training program Leadership for
Humanistic entrepreneurship

Diagnosis of the adaptive challenge: ARCHETYPES

TEAMWORK: ACTIVITY N°5

Working as a team, answer the following questions:

a) What are the most used work avoidance tactics on your team?
b) What measures would be adopted in the future to avoid evasion of teamwork?
Adaptive Challenge Archetypes
TIME BREAK!! Training program Leadership for
entrepreneurship
Humanistic
 Training program Leadership for
Humanistic entrepreneurship

TEAMWORK FINAL ACTIVITY

As a team, identify, in a social or business organization, various challenges and record

them in the following Adaptive Process Matrix.
 Training program
CHOSEN ORGANIZATION: for
Leadership lying

PROBLEM 1 PROBLEM 2 PROBLEM 3

The The adaptive The technical The adaptive The The adaptive
technical technical
- -

PROBLEM 4 PROBLEM 5 PROBLEM 6

The The adaptive The technical The adaptive The The adaptive
technical technical
 Metacognition
What I learned?

What has been easier, more difficult, more novel for me?
How can I apply it to other situations?
 BIBLIOGRAPHY

Library
code BOOKS, MAGAZINES, ARTICLES, THESES, WEB PAGES

Agreda Fernandez, Manosalva Liza, J. I., & Sonapo Pérez, C. TO. (2020). Transformational leadership as one of the leadership
Repository styles: A review article. César Vallejo University.
io UCV
https://ucv.primo.exlibrisgroup.com/permalink/51UCV_INST/ghjb9a/alma991002879965007001

Harvard Business Review (2018). HBR Guide: Emotional Intelligence: Build trust and influence. Strengthens relationships. Lead
Digitalia
with resilience. I reverted Management. https://www.digitaliapublishing.com/a/67795

García Callejón, B., & Martín Recas, L. (2017). Coaching and personal leadership. Ministry of Education, Culture and
Digitalia
Spanish sport. https://www.digitaliapublishing.com/a/56229

Mckee Annie - Boyatzis Richard - Johnston Frances. (2008). Emotional leader user manual (1st ed.). Deusto Editions.
Repository
io UCV https://ucv.primo.exlibrisgroup.com/permalink/51UCV_INST/ghjb9a/alma991000174399707001

Heifetz, Grashow and Linsky (2009). The practice of adaptive leadership: tools and tactics for change in the organization and in the
world. Harvard Business Press.