KNOWLEDGE MANAGEMENT. Chaos versus prevention planning or future Reviewed by Momizat on . Juan Bravo Carrasco argues that, as natural as there are infinite initial conditions that can influence the prevention, the idea of ​​planning for the future, t Juan Bravo Carrasco argues that, as natural as there are infinite initial conditions that can influence the prevention, the idea of ​​planning for the future, t Rating: 0
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KNOWLEDGE MANAGEMENT. Chaos versus prevention planning or future

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Juan Bravo Carrasco argues that, as natural as there are infinite initial conditions that can influence the prevention, the idea of ​​planning for the future, the solution is to compensate for this reality testing many options for change to improve the security, quality and productivity .

From the standpoint of practical applications, we can draw many lessons from chaos theory, let’s see some:

Accepting the complexity of prevention. Recognizing that we are working with a chaotic system (and any system is) we can apply the appropriate tools, other than when it comes to a structured problem. This is vital for the development of the proposed approach to prevention.

Long-term ambitious vision. Zero accidents, total quality, world-class products can be challenging and inspiring visions. It is important to have them, since the system behavior is erratic in the medium and long term. That vision will act as a beacon in the storm. Communicate the vision through the word is vital as a basis for leadership.

Precise action program for the short term. It’s about working in a very detailed work schedule for the short term, possibly within months. The idea is that while we address the medium and long term vision, short term have a detailed schedule.

Change management at all levels. This is encouraging, with chaos theory an attitude of receptivity and humility necessary to make the changes gradually. Human applications, participation, collaboration and respect. Take advantage of “initial conditions” arising from any member of the company. Recognize that all people make decisions, at least in the continuous improvement of job tasks, for which they should have the necessary information. In this way, each member of the company fails to reflect the whole.

Action from early signs. It acts on the “flapping butterfly” rather than random changes occur. He tries to neutralize undesirable signals and promote desirable. For example, unsafe acts or conditions to neutralize the level of a near miss, implementing preventive actions. Promote desirable signals, such as a worker’s concern for the safety or the action of a professional to design an efficient process.

Learn to take measured risks. Just as natural as there are infinite initial conditions that can influence the prevention, the idea is to compensate for this reality testing many options for change to improve the security, quality and productivity. That means at every level develop the love for taking risks, but well calculated in that if things go wrong the losses are acceptable. We have learned that as we experience and increase the number of possible outcomes through controlled risk taking, you are given a real possibility of occurrence of undesirable situations. By experimenting, but the fork was not obtained as desired, as we gain in complexity and increase the chances of survival.

Repeating a small set of concepts. Just as nature is complex bodies by repetition of some basic patterns, repetition of key concepts and repeated training will pay off.

CONCLUSION. Do not be afraid to confront the chaos and absurd reductionism. As noted by Kjell Nordström and Jonas Ridderstråle in his book Funky Business: “We believe the ideal means accepting complexity, not by trying to eliminate it. Complexity is frightening, but fascinating. We must have the courage to face her. ” It is feasible to take very concrete steps to chaos theory as applied to future planning. You can eliminate waste, defects and damage, while working systemically in productivity, quality and safety. Worth taking the risk, because even if we lose, we gain in complexity as her face.

Jesús María Ruiz de Arriaga

Economist Lawyer. Managing Partner

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