From the monthly archives: February 2013

A social side

I think we can say that often, when an organization opens its doors to the outside, even if it is just to watch the competition, emerges a climate of insecurity or fear in leadership or management.

Organizations have lived many years in closed on itself, so the approaches that we do, to address the challenges inherent in organizational culture, when we turn out for open innovation lay leadership and management issues that result in tension.

Know manage this tension between control and collaboration with and between technical and management contributions helps resolve the personal and organizational conflicts.

“For the type of Manager who believes that is a waste of money to go looking for clever ideas from the” crowd “, this is the kind of evidence that challenges the skepticism. Furthermore, when we talk to companies as they are to connect with innovative out of your business, we encourage them to seek ideas from both independent and in adjacent industries. “-Andy Zynga

The members of the organization that plays this role, should establish the direction that employees must follow and they must ensure that the resources meet the needs of those who wish to see carried out activities.

Motivate people and managing resources are not the same thing, and while the latter calls for a strong monitoring component, which is incompatible with the desired collaboration on open innovation, the first requires a predisposition for the initiative and the responsibility of the members of the organizations.

This means that going from a situation analysis of individual contributions of experts to interdisciplinary teams with internal and external relationships requires a very different leadership based on social skills.

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To lead these teams the great results we could imagine, in organizations, a leader of excellence that matched the external internal potential in order to maximize the benefits of connectivity that translates to greater diversity and more wealth in knowledge and creativity.

In a society where the game is always changing, the innovations seem short-lived and organizations need strong leadership that make the boat navigating in these tumultuous waters.

Are strong leaders, those who don’t make others feel smaller, out of context or with feelings of guilt when they fail. Are those that have behaviors that add value to employees and create a sense of ability, respect, making them feel unwelcome.

Open innovation must be led by people with high social intelligence.

Here, what I think are some of the features of a helmsman in open innovation.

-The ability to “read” situations, understand the social context which influences behavior, and behavioral strategies that choice are more likely to succeed.

-The ability to convey your image, that is, the external of himself, feeling that others perceive clearly and that generates confidence (trust is the cornerstone in open innovation).

-The ability to generate the realisation that is honest with itself but rather with internal staff and external partners.

-The ability to effectively use the language, explain the concepts clearly and convince with the ideas, facilitating a common language in innovation.

-The ability to create a sense of connection with others, understanding deeply their needs.

Using fully all the features that have, open innovation leaders manage to break through the boundaries between the inside and the outside and promote talent retention at the same time that enrich the organization with new blood, thus giving rise to a new and richer ecosystem.

Overcome the tendency for absolute control and invest in collaboration create fundamental trust levels for innovating with external partners.

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This post was originally published at Crowd Sourcing Week

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Looking for a balance

What we consider to be our views are in fact the result of years paying attention to information that confirms what we believe and ignoring the information that challenge our preconceived notions.

We are, some more than others, the fruits of an education and learning based on choices between Yes and No and because of that we tend to fall in some traps in decision making when there is risk and reward..

Our brain deceives us with what he guards. He feels attracted to long distances when they mean big rewards.

Who makes decisions in organizations must be aware of the importance of some psychological traps when is time to decide, especially when we evaluate new ideas or the opportunity to implement them.

We know that today, fear and pessimism are two strong allies, but we also know that excessive optimism leads to precipitation often extremely expensive.

Although we live in an age in which happiness is the most desired achievement, and nobody admire people who are afraid, it is not easy to keep an open mind to the possibility of the risk inherent in the adoption of new ideas.

While it is easy to ridicule anyone who points to the dangers ahead and sort them from pessimists, on the other hand, to imagine a future without obstacles or adversity is an excessive optimism and dangerous.

Is the balance between the fear of change and the courage to take the risk that develops the life of our good ideas, that is, our solutions.

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To achieve this balance, we must, however, give some attention to ourselves, challenging our assumptions, reframing our problems, imagining the opposite of what we find good and telling stories to convince other people and not just us.

People over the centuries developed a biological capacity of fear, because it helped them survive, but at the same time keeps them resistant to change and on alert to many dangers that might confront.

If on the one hand this ability to be alert is good, on the other hand, it prevents us often to give wider steps and promising.

In these times when embarking to a future that we hope will be promising, many of us underestimate the difficulties facing and overestimates the ability to respond to these difficulties.

“While being optimistic is generally believe to be a benefit for living a high quality and perhaps longer life, too much optimism can be a problem, especially in regards to financial matters..”- Rick Nauert Phd

It is important that all stakeholders in innovation within organizations are alert to the possibility that they might be subject to these deviations. They must rely on the risks and the obstacles they will face to lead a project.

Most of the time, the victories of optimism resulting in a speculative bubble and the victories of pessimism result in great losses of opportunity.

It is the balance between the various forces that is the path to success!

To be able to not confuse impulsivity with intuition is an inherent jurisdiction to the conquerors and to the winners.

Intuition is not more than a response as a result of experience and where the “why” of our decisions are not easy to explain.

Impulsiveness is an absolute necessity to get immediate answers and that needs to be managed with critical thinking.

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This post was originally published at bbvaopenmind

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Two different but similar views of the dream

Often we feel discomfort and even chest tightness when we couldn’t print action at our ideas or when our dreams seem to undo themselves as a small sand dune along the surf of the sea waves.

These are the dreams of long duration which serve as food to purposes and are therefore constant energy at our disposal.

The others are our dreams that are emotional and social functions to adapt to our ever-evolving life, and relate to our desires or needs to resolve conflicts.

Dreams allow, each of us put together some pieces of life, to give meant to a whole.

Dreams are highly visual and often illogical in nature, which makes them ripe for the type of “out-of-the-box” thinking that some problem-solving requires”

Dreams are a road map for the “journeys” that we have designed and are used in a masterly by those who want to ‘sell’ an idea. An idea that contains a combination of an emotional appeal with our own characteristics but which also has us as a promoter, consumer or subconscious user in power.

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To be a promoter, in a certain point of the journey, or consumer, another point, of a new idea or their embodiment implies a process of change which contains in it three related things:

The first is the feeling which refers to the process of experiencing our environment.

The second is perception, that is, the way we interpret these feelings and, therefore, to make sense of everything that surrounds us.

The third, the environment or the community, that is filled with diverse emotions and sources of information, sources that may create some uncertainty in us in defining the path to our ideas or dreams.

In these times we need to discover relevant information with the aid of meaning refiners filters.

Both organizations (environment) as the individual level, the large and important disability that involves our action is the lack of relevant information. The role of all that surround us is trying to enlighten the scattered data and turns them into something relevant, such as information, knowledge and understanding.

We only will be wise if there is understanding, if there is empathy.

We only will have, or will accept brilliant ideas, to illuminate our path if they meet our needs and those of our community.

What we seek is that, all those who interact with us, be part of this lens that amplifies the reading and sets our problems by highlighting our needs.

Share a dream, means to reconcile the points of view.

I think that dreams and REM sleep have probably further evolved to be useful for really as many of the things that our thinking is useful for…,

It’s just extra thinking time, so potentially any problem can get solved during it, but it’s thinking time in the state that’s very visual and looser in associations, so we’ve evolved to use it especially to work on those kinds of problems.”

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Fear or lack of trust

In several projects where I have participated as a team member or as a facilitator, I notice that people, when they are asked to validate their hypothesis of solution, inside the communities where they are working (real life and not online), invent a series of excuses to not confront face to face, (fitted with their prototypes), with potential users.

This happens at a time when economic growth and “renaissance” (after the crisis) of contemporary cities, depends crucially on creative activities of their population.

The environment we live is constantly changing, with high levels of uncertainty and where the tacit knowledge overlaps the explicit knowledge and pushes us to constant interactions.

When we try to be creative and share our ideas, this is, when we want our new idea is a solution to the problems of someone, we must interact (also in real life) with the environment where we want to be inserted.

Studies on different cultural industries have shown that face-to-face communication performs several functions. First, cultural workers spend time, money and energy in face-to-face interaction because they need to build relationships conducive to trust and to mutually renew and confirm that trust over time. Trustworthy relations are necessary because of the nature of knowledge involved in their work, which entails individual ability, sensibility, taste and lifestyle that can be communicated and transferred only through a personal relationship based on mutual trust. Trust thus makes easier the sharing of different cultural assets and skills necessary for collective projects. Because more and more cultural products are the result of the coming together of different special skills and distinct forms of human capital, trust is a prerequisite for successful collaboration.”

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Returning to the fear that we have to face the evaluators of the assumptions embedded in our prototypes, we can think that what is at stake in these times are two different types of trust.

On the one hand, I create resistance because the trust i have in my abilities to work out a solution is very low and, on the other hand, still there is no mutual trust with the “target” people that would allow me to get the negative feedback that eventually may arise.

Trust is crucial not only in moments of co-creation with the members of teams where we operate but also with future consumers and users that participation in such creative acts.

In any of these moments it is essential that a climate of collaboration is a constant, so trust is a prerequisite for success.

If in fact we are committed to the success of our achievements, we can see that this success is in part derived from relationships with other people, through which we have access to knowledge and skills beyond ourselves, beyond our assumptions.

The resistance that many teams, or members of these teams, show when they need to go in the ground and face reality in the perspective of real needs and wants of end-users is a fear based on lack of trust that can drag serious consequences.

Not to test or validate our assumptions or hypotheses in real environments and not seek a true feedback leads us to construct false proposals and high costs in the search for solutions.

We must not forget that we have built prototypes to learn and not to test a supposedly finished product. There are the “clients” who have more to teach us so build trust is the right to a safe learning and a suggested solution with less risk.

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A good definition of the problem is halfway to the solution

I have witnessed a growing enthusiasm for entrepreneurship everywhere and it is fortunate that this wave of actions is still in its infancy.

However and unfortunately, more and more people, especially the young entrepreneurs are trying to build their lives around their ideas rather than seek to solve problems.

A problem is a perceived difficulty, a feeling of discomfort about the way things are, or a discrepancy between what someone believes should be the situation and what is in reality the situation.”

If there is a discrepancy, why is it there?

One of the reasons why people avoid identifying problems is the ease with which they can dispose of them, ignoring them. People with ideas can always say this or that problem isn’t theirs waiting for one that fits on the ideas (future solutions) that they sympathetically built.

People tend to expect others to identify problems that they can solve, rather than take the initiative to seek or anticipate problems.

Many times these people, without realizing, accumulate problems waiting for resolution, which means that the approach to the real problem and their identification is often late.

On the contrary, for many others what is important is thinking that they are able to discover a problem and identify it, paving the way for creativity and innovation.

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To identify a problem is the first essential step to tailor a solution, but we need to take a few more steps until we get there.

The frequency with which this problem manifests itself, the intensity, in what circumstances or contexts, etc. helps us to define the problem. It is important therefore to know everything we can about the problem at a given time and the reason why it exists.

If we want a clear definition of a problem we will not succeed without recourse to observation. The observation is essential in the definition of the problem because it helps to differentiate what people say they do from what it really is.

Often when we try to follow a given functional stream to set a problem we did not find meaning in what we are told and once again the observation and systematic questions are enlightening.

In these times the diversity inherent in an interdisciplinary team, when we observe the environment where supposedly is a problem, facilitates cross-a vision that allows us to enjoy the various perspectives of understand the problem including their contextualization.

More, the impulsivity that exists in us to pass to the solution of the problem has to be restrained. Our idea has yet to wait to apply for the resolution of the year.

The idea is only truly valid when the problem definition is complete and this is possible when what we say is what we think or want to say.

Have an idea, better, have a reasonable amount of ideas often seem frustrating, because the momentum of the want to put it into action is caught by the definition of the problem.

Also for that reason the definition of the problem helps to refine our ideas, allowing the speedy deletion of proposals designed without answers to the whys and facilitating the contribution of new lenses.

In most cases, the sooner we fail, the faster is the success, because we are not using time looking for minor improvements.

An interdisciplinary teamwork that identifies a problem and can set it properly becomes owner of a more comprehensive knowledge and problem-solving facilitator.

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Good habits and motivation

The pressure that the time is upon us in the course of some activities seems to really have an important impact especially when we talk about creativity, even though at first glance may seem otherwise.

For many people this means that, although there is a sense of greater creativity in these moments, our creative result, when we are under pressure of time constraints, is negligible.

In fact, what we feel may not match what we do because motivation is one of the factors that interacts with our creative services.

“In the end, it’s levelform, and meaning of the motivator that makes for that perfect balance. Being told to do a tough job in a particular way, with no tolerance of failure, little expectation of recognition for success, and extreme, arbitrary time pressure, can kill anyone’s creativity motivation. But being given the same job, in a positive atmosphere where false starts are examined constructively and success is recognized, can drive creativity — and innovation — forward.” – Teresa Amabile and Steve Kramer 

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When, in an organization, employees are focused and protected and have a feeling of being doing important work their intrinsic motivation develops and although there is time pressure creativity emerges.

But if the developers don’t have a focus, are distracted, are busy with small activities and spend their time in meetings looking for inspiration, the result is stress and there is no creative thinking.

At other times without time constraints creative thinking can flourish but enjoying the exploitation of environments rather than troubleshooting because motivation is not directed to right goal.

Time constraints can be real or the product of our own ambition and imagination so we must be attentive to how we manage our resources and competencies.

Time is the resource on which we’ve relied to get more accomplished. When there’s more to do, we invest more hours. But time is finite, and many of us feel we’re running out, that we’re investing as many hours as we can while trying to retain some semblance of a life outside work.”

It is not very useful we deceive ourselves with “time management” without accepting with sincerity the need for discipline in our work and family life.

We do not need to have a system of rigid discipline to feel the time to give the desired output, but some habits can help in this quest.

We can consider the creative habit as being a state of mind that is built to give a response to the need to solve problems in our daily lives whether at home, at work and in society or an activity that results in the creation of something new (a product, a work of art, a novel, a joke, etc.).

A creative habit is not a routine (bad habit) or monotonous repetition of the same things without interest in the progress. For example, get up early, scoring goals or be disciplined helps create a habit and develops creative interest for good results.

Creativity results from the habit of acting, of thinking, to question and be curious, but above all to be persistent in the pursuit of a dream.

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From the product to the leader of the Organization

When I was a young adult we had an expression that people, who were in the same groups i did, used to say that one of us was lying or inventing. This expression was:

-“Tell me stories that I like!”

It is with a smile on my face that today recall those meetings and those stories. There was a certain pleasure in crafting compelling stories even for trivial matters that today would be a gold mine if we apply to knowledge transfer in organizations.

Even though the amount of knowledge that we store in general decreases in value as time passes, storytelling can be a way to validate this knowledge in new contexts.

It is important however to remember that the narration doesn’t always work well. Storytelling may not exceed the quality of the underlying idea being transmitted as was the case with my friends.

The emotional charge contained in the stories causes the message to be integrated faster and deeper, but the meaning to extract cannot be tampered with.

Storytelling in organizations involves all stakeholders in the development of products or services and cannot stand for the description of processes or stages of development.

A product is more than an idea, it’s more than a website, and it’s more than a transaction or list of functionalities. A product should provide an experience or service that adds value to someone’s life through fulfilling a need or satisfying a desire. The ultimate question then becomes: who identifies that value? After the executive or stakeholder identifies the initial idea, who in the organization ensures that the product and experience deliver value to the user? Maybe it isn’t the product manager, marketer, technologist, or designer; perhaps what we need is a new role: the product storyteller.”

A storyteller has to be someone who inspires confidence, has a purpose and does not lose the meaning of story elements.

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We know that a key element to the success of relationships between people is the ability to create a compelling story. Story telling means being able to engage audiences, build trust and clarifying centers of influence.

Building trust in the transfer or sharing of knowledge is essential for the development of individuals and organizations.

Storytelling can feed the trust among the various stakeholders of the changing processes.

A good story helps to establish trust, articulating values, generating an inspiring action, resulting in knowledge sharing, community building and helps to open the paths of innovation.

The stories move us to action.

The action requires risk and is innovation. Our openness to risk-taking is rooted in our emotions and these are supported by our values. Innovation is a vital necessity for the competitiveness of enterprises and innovation only makes sense with risk-taking.

We know however that many managers, rooted not in emotions but on analysis, refuse the possibility of risk with ease. The same goes for most of the employees of the companies to defend their comfort zone.

The stories can shape how we respond.

We are confronted every day with new information, news that we confront with reality and that requires interpretation.

The stories teach us how to act.

If we feel this will to act upon hearing a story is because it inspires us. Feeling is to let the emotions break into our state of mind, and enhance “the values” which is in us, those values which have created the meaning of good or bad in the news that I received.

Among the traits shared by inspirational leaders, one of the most important is the ability of storytelling. One well-told story is far more effective at touching listeners and moving them to action than an entire encyclopedia of cold, hard facts. From myths and fables to personal anecdotes, storytelling has a unique power to create connections quickly. People connect with the emotional power of stories…the potent impact of a story lingers long after mere facts and figures are quickly forgotten (or dismissed).”

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Clash of generations

Some people at some point in their lives thought and felt that many things were possible without necessarily having to prove in advance that things work.

But a lot of us when were able to reach the level of achievement of something that was possible, accommodated and failed to adopt more changes than those caused by society in general.

Now, imagine that a new showgirl in our lives, typically dressed in “Let be everything as it is”, or to put it another way, “I like this state of things”, which we would call “status quo”.

Today, while the “status quo” works constantly to keep the achievements of Baby Boomers, the younger generations, not so worried about these achievements, try to take advantage of what they call the possibility of having fun, doing what they like and in a different way from older.

A good result is not necessarily a result o a serious face focused on yesterday’s values because the values do not have to be acquired by inheritance. They are the fruit of experience and the relentless pursuit of truth that all generations should seek to converge.

It begins to be a dominant word for me, talk of “convergence” as a way to bring two kinds of interests and different motivations eventually with a tendency to deepen the “divergence”.

What I, by my story, give so much meaning or seek to perform as a purpose in the future, it is after all, what is seen by younger generations as something that must exist as a right of those who work.

The companies, mostly directed by older generations, are beginning to feel the need to find a balance between these two forces. One with the wisdom and the experience lived in completely different scenarios of current and the other with the scenarios of today asking for a change.

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For the younger generations is important:

-A flexible working environment and working hours, enabling the reconciliation of working life and life outside of work.

-Work in a team and in a culture of collaboration.

-Always have updated technology.

-Have thought headed for the future, be responsible and work in   companies open to creativity.

Cisco recently published its Connected World Report, the results of which are quite shocking. Out of 2,800 college students and young professionals under the age of 30 and hailing from 14 countries, approximately one in three said he/she would prioritize social media freedom, device flexibility and work mobility over salary in accepting a job offer. 64% of college students asks about social media usage policies during job interviews and approximately 24% says it would be a key factor in accepting the offer. There is also a high expectation of the employee for the employer to offer a flexible schedule and freedom to work remotely.”

What these younger generations want to is after all what many of us (older generations) understand to be correct, but still do not know how to integrate into our way of life.

And why?

-Collaborating can mean calling into question our status as an “experienced person” and has consequence to open the silos of our wisdom.

-A flexible work environment can call into question our routines and our comfort and this means an additional effort so that we are not prepared.

-Think ahead means thinking in rest and be recognized for what we did.

-Because the simple business are not safe. There is always need for secrecy.

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To fit the individual potential in the Organization

We are not only the visible portion that we allow other people to see when we want to be part of any project. We also have a hidden part that can bring added value that we all hope to be able, when we collaborate for a common purpose.

So, we need to recognize our most salient aspects and of more value and discover and develop those more hidden or submerged.

How many times, we already thought of how much was desirable to maximize the potential of each one of us in workgroups that yearn to become top teams in organizations, rather than try to follow blindly the functions for which we believe be intended?

The workplace has evolved an interpersonal dynamic that can’t be ignored. The acts of listening, presenting ideas, resolving conflict, and fostering an open and honest work environment all come down to knowing how to build and maintain relationships with people. It’s those relationships that allow people to participate fully in team projects, show appreciation for others, and enlist support for their projects.”

One of the most serious consequences of the lack of attention to skills development, is that over time we get the unpleasant feeling that we were able to realize our dreams and lost opportunities that came up to our front.

What happens is that many of our ideas were great solutions and were wasted because we think that the environment or the moment were not suitable, but after all it was our “conviction” that we were not competent.

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We are routinely recognized for our ability to not raise the eyes of workplace and completely absorbed in making the largest possible number of tasks without errors and eventually felt satisfied with the opportunity to rise to a previously described in a labor agreement career.

To make known the potential there is in us, is to empower our organization with greater competence and this means that we need to innovate and change our attitude to work. We must recognize a purpose in our everyday life.

It is necessary to revolutionize the status of comfort that is offered by organizations and show that:

“For many companies, skills gaps have resulted in delays in product releases, reduced customer satisfaction, loss of revenue and, sometimes, the demise or sale of the business. In a rapidly changing world where talent is increasingly what propels an organization ahead of the competition, organizations are finding that their ability to quickly and effectively develop skills they need is one of their most important competitive differentiators.

Doing nothing is not an option, nor is making only incremental improvements. If companies are to generate a new period of growth, they must adopt new strategies to ensure they have the skills they need to succeed. – Accenture

So that organizations can have a solid approach to the problem of lack of skills, there are three factors that I believe are fundamental to the success of this approach:

1 – The opening to the sharing, in the form of tacit knowledge transmission of the most talented individuals and recognition of underwater skills.

2 – The need for regular exercise of certain powers as a way of refining and eliminating environmental or cultural toxins. Regular exercise helps to raise awareness of the beneficial and harmful factors.

3 – The need to provoke the immersing of collaborators in challenges such as alternative to lack of initiative or curiosity.

The great benefits of organizations, to open its doors to potential employees, integrating it in aligning its strategies, are a high social climate that increases customer satisfaction and productivity in creative and quality terms and to ensure the reconciliation of the individual and organizational needs.

 

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The two aspects of the problem of the elderly

The aging of the population although not happening the same way around the world brings social and economic challenges, which translates into a dependence based on age.

In a previous post I wrote:

“It is not enough to keep people as surviving persons. We need to create well-being for those elderly and to all around them, be they family members, caregivers or simply round partners.

More than ever, in an environment of limited financial resources and lack of human availability, we must direct our focus and make it focus on simplicity, usability, utility and entertainment.”

When we speak of human low availability we are referring to the imbalance of attention, will and sharing between generations.

We must seek to maintain emotional stability of older people who are the “new consumers and users” but also the new service providers, either directly with his family or in the communities where they live. They are the today’s volunteers in services and in need of tomorrow that need the attention and dedication of other innovative generations.

The elderly have traditionally been an excluded group in the deployment of Information and Communication Technologies (ICT). Even though their use of ICT is increasing, there is still a significant age-based digital divide. To empower elderly people’s usage of ICT we need to look at their patterns of usage and perceptions.”

Everywhere, in developed societies, aging is a demographic trend. We speak of people over 65 years of age, or senior, which usually corresponds to the age of retirement.

But we know that aging is a process that can have many meanings and ranging from the functional aging (physical and cognitive abilities of an individual), to the cognitive (age group to which it belongs) passing through the social (kind of social experiences and cultural) and the perceived aging (what an individual feels).

Situations such as decreased ability of functional activities, general health status and behavioral problems in some people can help create prejudice against the elderly including in the use of new technologies.

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The people who are not so young are not all inactive people and need to use the new technologies for two reasons which are:

– Satisfy their needs as final users/consumers and

– Satisfy their needs as providers of services to younger generations.

The younger generations, imbued with competitive spirit, consider the older less competitive and more sedentary, and therefore not the preferred recipients of its innovative activity either in software or in hardware.

This prejudice exists at any point on the globe even in societies that traditionally elect elders as a source of knowledge, and must be eliminated by the younger generations with the help of a lot of empathy and focus on the real needs of people.

For example, understanding what it means the perceived age by the elderly can help create new technologies that effectively meet their needs. Elderly people who have perception of their age as younger than their chronological age is, can adopt new technologies more quickly and thus facilitate the adoption to the other.

New technologies can help improve the quality of life (active) of the elderly, but for that we need to fight in two fronts:

– Fighting prejudices and stereotypes about the elderly that include images that turns ridicule the use of technology by the elderly and that eventually inhibit its use.

– Fight the tendency to make tender new technologies exclusively for the speed and amount of information.

New technologies can help make the lives of older people in active life and well-being, through social media, interest groups, services, etc. Thus reduce its dependence on third parties.

The internet can support and strengthen the elder’s possibilities to take part in society, communicate with the healthcare system, and access social arenas. Technologies, such as those used in “smart homes” and tracking solutions, can relieve the pressure on caregivers and support their caring work. Administrative technology can aid health personnel in doing a more focused job, where more time can be dedicated to direct contact with patients and to health related tasks.”

The prejudices against older people, have social, cultural and economic consequences that will not help their integration in active life and, more than that, they marginalize.

What we consider less productivity of the elderly may be more noticeable in tasks involving some kind of problem solving, speed on resolution or learning, but it may possibly be compensated for their experience and their dedication.

In the future we need to develop empathy in younger generations and clarify some priorities in the development of new technologies.

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