Ikujiro Nonaka

Hirotaka Takeuchi

En una era en la que la discontinuidad es la única constante, la capacidad de liderar con prudencia casi ha desaparecido. Todo el conocimiento del mundo no impidió el colapso del sistema financiero mundial hace tres años ni impidió que instituciones como Lehman Brothers y Washington Mutual quebraran.

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Reprint: R1105B
In an era of increasing discontinuity, wise leadership has nearly vanished. Many leaders find it difficult to reinvent their corporations rapidly enough to cope with new technologies, demographic shifts, and consumption trends. They can&#8217;t develop truly global organizations that operate effortlessly across borders. And they find it tough to ensure that their people adhere to values and ethics. The authors assert that leaders must acquire practical wisdom, or what Aristotle called phronesis: experiential knowledge that enables people to make ethically sound judgments.
Wise leaders demonstrate six abilities: (1) They make decisions on the basis of what is good for the organization and for society. (2) They quickly grasp the essence of a situation and fathom the nature and meaning of people, things, and events. (3) They provide contexts in which executives and employees can interact to create new meaning. (4) They employ metaphors and stories to convert their experience into tacit knowledge that others can use. (5) They exert political power to bring people together and spur them to act. (6) They use apprenticeship and mentoring to cultivate practical wisdom in others.

The Big Idea: The Wise Leader

Reimpresión: R1105B En una era de creciente discontinuidad, el liderazgo inteligente casi ha desaparecido. A muchos líderes les resulta difícil reinventar sus empresas con la suficiente rapidez como para hacer frente a las nuevas tecnologías, los cambios demográficos y las tendencias de consumo. No pueden desarrollar organizaciones verdaderamente globales que operen sin esfuerzo a través de las fronteras. Y les resulta difícil garantizar que su gente cumpla con los valores y la ética. Los autores afirman que los líderes deben adquirir sabiduría práctica, o lo que Aristóteles llamó frénesis: conocimiento experiencial que permite a las personas tomar decisiones sólidas desde el punto de vista ético. Los líderes sabios demuestran seis habilidades: (1) Toman decisiones en función de lo que es bueno para la organización y para la sociedad. (2) Captan rápidamente la esencia de una situación y comprenden la naturaleza y el significado de las personas, las cosas y los eventos. (3) Proporcionan contextos en los que los ejecutivos y los empleados pueden interactuar para crear un nuevo significado. (4) Emplean metáforas e historias para convertir su experiencia en conocimiento tácito que otros pueden usarlo. (5) Ejercen el poder político para unir a las personas y estimularlas a actuar. (6) Utilizan el aprendizaje y la tutoría cultivar la sabiduría práctica en los demás.

La gran idea: El l&iacute;der sabio

Reprint: R1105B In an era of increasing discontinuity, wise leadership has nearly vanished. Many leaders find it difficult to reinvent their corporations rapidly enough to cope with new technologies, demographic shifts, and consumption trends. They can’t develop truly global organizations that operate effortlessly across borders. And they find it tough to ensure that their people adhere to values and ethics. The authors assert that leaders must acquire practical wisdom, or what Aristotle called phronesis: experiential knowledge that enables people to make ethically sound judgments. Wise leaders demonstrate six abilities: (1) They make decisions on the basis of what is good for the organization and for society. (2) They quickly grasp the essence of a situation and fathom the nature and meaning of people, things, and events. (3) They provide contexts in which executives and employees can interact to create new meaning. (4) They employ metaphors and stories to convert their experience into tacit knowledge that others can use. (5) They exert political power to bring people together and spur them to act. (6) They use apprenticeship and mentoring to cultivate practical wisdom in others.

La gran idea: El líder sabio

Resumen.

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