When our consciousness decreases in qualitative terms, our communication deteriorates and our ability to continuously reassess the skills we need and the ability to quickly put together the appropriate resources to develop and update decreases as well.
The need to recharge is a “reality” that can be extrapolated to the organizations because organizations hardly are self conscious, that is, hardly have an in-depth knowledge and structured of them, as would be desirable.
Organizations are spaces in which many humans interact simultaneously and for this reason are complex entities whose behavior cannot be explained by simple models and some statements of characteristics.
A conscious organization is one that continually examines inside, the commitment to become as conscious as possible and have the collective will to be vigilant, the collective commitment to the continuous development and collective courage to act.
In a conscious organization, any element that makes part of it gives a warning signal when any element of their culture is not conscious and the entire organization commits to rectify the affected area and make it more conscious.
“Businesses must also be alert to the changing environment and adapt their workforce planning and development strategies to ensure alignment with future skill requirements. Strategic human resource professionals might reconsider traditional methods for identifying critical skills, as well as selecting and developing talent. Considering the disruptions likely to reshape the future will enhance businesses’ ability to ensure organizational talent has and continuously renews the skills necessary for the sustainability of business goals. A workforce strategy for sustaining business goals should be one of the most critical outcomes of human resource professionals and should involve collaborating with universities to address lifelong learning and skill requirements.” – Future Work Skills
When we talk about talent in organizations we talk about people who are in constant contact with the sources of knowledge which translates into lifelong either as individuals or as a learning organization.
In this sense what organizations should learn is to live in harmony with the arts and the humanities to be able to embrace the complexity, diversity and ambiguity as challenges to generate emotions and joys.
“Arts and humanities research gives us the background that allows us to understand the complex effects of change on society. Examples include access to knowledge of historical experience, the understanding of foreign languages and cultures, and the capacity to use design-related solutions to solve social problems.
Arts and humanities research can also communicate and translate science for general audiences, for example using images to communicate complex health-related information to patients, or explaining the impact of climate change to the wider public.”
This coexistence, with the arts and Humanities, allows us to challenge conventional thinking, that is, can release our creative potential and can also provide an understanding of the historical context of the “facts” and a cultural framework in which systems, society and the economy work.
When living with art, in organizations, is not just a sporadic visit to a Museum and becomes an integral part of professional development, the understanding of the different cultural values that surround us, becomes a reality.
“When we talk about organizations we talk about:
1 – People
2 – Feelings as part of the organization.
3 – Aesthetics and its importance to human experiences.
4 – Stories of organizations and storytelling.
5 – Writing and the importance of writing.
6 – To make a difference and critical thinking. “
Adapted from Jerzy Kociatkiewicz
These points are very probably the most important in the approach that we can make to skills, consciousness or organizational practices.
To relate people and art touches the power of aesthetics in the behavior of people. All human actions have an aesthetic potential and to be succeed in our actions and communicate effectively with others we have to resort to this dimension.
To combine or to explore the more subjective and singular, as opposed to general and goal, which was long considered to be the science, we are creating a new dimension of organizations development.
“Human beings are intensely reflective and curious about themselves, about who they are and where they come from, about how to live in the world, and about the nature and origins of the culture they have created for themselves…
Arts and humanities research represents the self-conscious and professional dimension of our reflexivity and curiosity in these areas. It is the deliberate and dedicated activity that generates, compiles, analyses, synthesises and propagates our deepest insights into who we are, where we have come from and the cultural expressions we have crafted for ourselves. While arts and humanities research makes a vital contribution to innovation, creativity and the success of many major sectors of the economy…it also plays a much more fundamental role in underpinning the quality of life and hence the wellbeing of society.”
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