https://www.scrummanager.com/bok/index.php?action=history&feed=atom&title=Paradigmas_culturales
Paradigmas culturales - Revision history
2026-04-17T09:29:18Z
Revision history for this page on the wiki
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https://www.scrummanager.com/bok/index.php?title=Paradigmas_culturales&diff=2813&oldid=prev
Mberne at 12:41, 30 October 2024
2024-10-30T12:41:55Z
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Cada uno viene '''codificado con un color:''' desde los prehistóricos «infrarrojo» y «magenta» hasta los 5 posteriores que centran nuestra atención, porque son los que modelan las organizaciones actuales; los denominados «rojo», «ámbar», «naranja», «verde» y «esmeralda» o «teal».</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Cada uno viene '''codificado con un color:''' desde los prehistóricos «infrarrojo» y «magenta» hasta los 5 posteriores que centran nuestra atención, porque son los que modelan las organizaciones actuales; los denominados «rojo», «ámbar», «naranja», «verde» y «esmeralda» o «teal».</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>El modelo de Laloux se inspira en el código de 8 estados desarrollado por Don Beck basado a su vez en la teorı́a de la Dinámica Espiral (''Spiral Dynamics'') de Clare W. Graves.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>El modelo de Laloux se inspira en el código de 8 estados desarrollado por Don Beck basado a su vez en la teorı́a de la <ins style="font-weight: bold; text-decoration: none;">''</ins>Dinámica Espiral<ins style="font-weight: bold; text-decoration: none;">'' </ins>(''Spiral Dynamics'') de Clare W. Graves.</div></td></tr>
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Mberne
https://www.scrummanager.com/bok/index.php?title=Paradigmas_culturales&diff=2811&oldid=prev
Mberne at 12:40, 30 October 2024
2024-10-30T12:40:08Z
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 14:40, 30 October 2024</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>*<sup>1</sup>Laloux, Frederic (2016): ''Reinventar las organizaciones'', ARPA EDITORES.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>*<sup>1</sup>Laloux, Frederic (2016): ''Reinventar las organizaciones'', ARPA EDITORES.</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>*[https://<del style="font-weight: bold; text-decoration: none;">www.scrummanager</del>.com/<del style="font-weight: bold; text-decoration: none;">website/c/info</del>/<del style="font-weight: bold; text-decoration: none;">docs-media</del>.<del style="font-weight: bold; text-decoration: none;">php Scrum Manager web: Libro ''Scrum Level'' y ''Guía para evaluadores''</del>]. </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>*[https://<ins style="font-weight: bold; text-decoration: none;">agilevel</ins>.com/<ins style="font-weight: bold; text-decoration: none;">files</ins>/<ins style="font-weight: bold; text-decoration: none;">agilevel</ins>.<ins style="font-weight: bold; text-decoration: none;">pdf AgiLevel</ins>]. </div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>*<del style="font-weight: bold; text-decoration: none;">[</del>https://<del style="font-weight: bold; text-decoration: none;">www.youtube</del>.com/<del style="font-weight: bold; text-decoration: none;">watch?v=AYoh3SJjkQU&ab%20channel=ScrumManager '''Video-libro''' de Scrum Level disponible en Youtube].</del></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>*https://<ins style="font-weight: bold; text-decoration: none;">agilevel</ins>.com/</div></td></tr>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>[[Category:Glosario de términos]]</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>[[Category:Glosario de términos]]</div></td></tr>
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Mberne
https://www.scrummanager.com/bok/index.php?title=Paradigmas_culturales&diff=2674&oldid=prev
Smanager at 12:10, 15 January 2024
2024-01-15T12:10:42Z
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Smanager
https://www.scrummanager.com/bok/index.php?title=Paradigmas_culturales&diff=2673&oldid=prev
Smanager at 12:05, 15 January 2024
2024-01-15T12:05:01Z
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Smanager
https://www.scrummanager.com/bok/index.php?title=Paradigmas_culturales&diff=2672&oldid=prev
Smanager at 12:03, 15 January 2024
2024-01-15T12:03:19Z
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Smanager
https://www.scrummanager.com/bok/index.php?title=Paradigmas_culturales&diff=2671&oldid=prev
Smanager at 12:02, 15 January 2024
2024-01-15T12:02:36Z
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Smanager
https://www.scrummanager.com/bok/index.php?title=Paradigmas_culturales&diff=2411&oldid=prev
Mberne at 10:26, 21 December 2023
2023-12-21T10:26:21Z
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 12:26, 21 December 2023</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>El modelo de Laloux se inspira en el código de 8 estados desarrollado por Don Beck basado a su vez en la teorı́a de la Dinámica Espiral (''Spiral Dynamics'') de Clare W. Graves.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>El modelo de Laloux se inspira en el código de 8 estados desarrollado por Don Beck basado a su vez en la teorı́a de la Dinámica Espiral (''Spiral Dynamics'') de Clare W. Graves.</div></td></tr>
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Mberne
https://www.scrummanager.com/bok/index.php?title=Paradigmas_culturales&diff=2410&oldid=prev
Mberne: /* Referencias */
2023-12-21T10:25:46Z
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 12:25, 21 December 2023</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>*<sup>1</sup>Laloux, Frederic (2016): ''Reinventar las organizaciones'', ARPA EDITORES.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>*<sup>1</sup>Laloux, Frederic (2016): ''Reinventar las organizaciones'', ARPA EDITORES.</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>*[https://www.scrummanager.com/website/c/info/docs-media.php Scrum Manager web: Libro ''Scrum Level'' y ''Guía para evaluadores'']. </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>*[https://www.scrummanager.com/website/c/info/docs-media.php Scrum Manager web: Libro ''Scrum Level'' y ''Guía para evaluadores'']. </div></td></tr>
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Mberne
https://www.scrummanager.com/bok/index.php?title=Paradigmas_culturales&diff=2409&oldid=prev
Mberne: /* Referencias */
2023-12-21T10:24:57Z
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Mberne
https://www.scrummanager.com/bok/index.php?title=Paradigmas_culturales&diff=2408&oldid=prev
Mberne: /* Características */
2023-12-21T10:22:36Z
<p><span class="autocomment">Características</span></p>
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td>
<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 12:22, 21 December 2023</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>====Características====</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>====Características====</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Las tres aportaciones de las organizaciones evolutivas – ''teal'' son:</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Las tres aportaciones de las organizaciones evolutivas – ''teal'' son:</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>*'''<del style="font-weight: bold; text-decoration: none;">1. </del>Autogestión:''' la cultura verde aporta empoderamiento, pero el empoderamiento implica que un gestor de rango superior delega parte de su poder, mientras que para ''teal'' la autoridad no forma parte de un sistema de suma cero. En las estructuras de las organizaciones ''teal'' no hay miembros con poder de decisión y miembros ejecutores. Por naturaleza, y no por delegación, '''todos tienen poder de decisión''' y la estructura de la organización incluye procesos holocráticos para la regulación del flujo de información y decisiones.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>*'''Autogestión:''' la cultura verde aporta empoderamiento, pero el empoderamiento implica que un gestor de rango superior delega parte de su poder, mientras que para ''teal'' la autoridad no forma parte de un sistema de suma cero. En las estructuras de las organizaciones ''teal'' no hay miembros con poder de decisión y miembros ejecutores. Por naturaleza, y no por delegación, '''todos tienen poder de decisión''' y la estructura de la organización incluye procesos holocráticos para la regulación del flujo de información y decisiones.</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><blockquote>''Cada decisión que se toma en la sede central le quita responsabilidad a la gente de otras partes de la organización y reduce el número de personas que sienten que están haciendo una contribución real a la organización.''</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><blockquote>''Cada decisión que se toma en la sede central le quita responsabilidad a la gente de otras partes de la organización y reduce el número de personas que sienten que están haciendo una contribución real a la organización.''</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Dennis Bakke</blockquote></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Dennis Bakke</blockquote></div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>*'''<del style="font-weight: bold; text-decoration: none;">2. </del>Plenitud:''' en las organizaciones ''teal'' no hay ascensos por los que pelear ni jefes a los que contentar. Las personas se muestran de forma plena, siendo ellos mismos. Son organizaciones que invierten mucho tiempo en la selección de personal, informando a los candidatos de los valores y formas de trabajo para que puedan decidir si quieren ser parte de la organización o no. En este sentido es conocido el caso de Zappos.com, que ofrece a los recién incorporados un cheque de 3.000 dólares si se arrepienten durante el periodo de prueba y prefieren abandonar la empresa.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>*'''Plenitud:''' en las organizaciones ''teal'' no hay ascensos por los que pelear ni jefes a los que contentar. Las personas se muestran de forma plena, siendo ellos mismos. Son organizaciones que invierten mucho tiempo en la selección de personal, informando a los candidatos de los valores y formas de trabajo para que puedan decidir si quieren ser parte de la organización o no. En este sentido es conocido el caso de Zappos.com, que ofrece a los recién incorporados un cheque de 3.000 dólares si se arrepienten durante el periodo de prueba y prefieren abandonar la empresa.</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>*'''<del style="font-weight: bold; text-decoration: none;">3. </del>Propósito evolutivo:''' para las organizaciones ''teal'', el beneficio es un subproducto de un trabajo bien hecho. La finalidad de la organización no es el valor para los accionistas ni maximizar las ganancias, sino su propósito evolutivo. Brian Robertson, fundador de Holacracy emplea la metáfora padre-hijo para explicar el concepto:</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>*'''Propósito evolutivo:''' para las organizaciones ''teal'', el beneficio es un subproducto de un trabajo bien hecho. La finalidad de la organización no es el valor para los accionistas ni maximizar las ganancias, sino su propósito evolutivo. Brian Robertson, fundador de Holacracy emplea la metáfora padre-hijo para explicar el concepto:</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><blockquote>''¿Cuál es la identidad de la organización? ¿Y qué es lo que desea? [...] La metáfora es como el viaje padre-hijo: reconocemos que nuestro hijo tiene su propia identidad camino y propósito. Y si realmente me entusiasma que llegue a ser médico, no lo programo. Si lo hago, tiene lugar un proceso dañino y codependiente. [...] Pero la clave tiene que ver con separar identidades y descubrir cuál es la vocación de la organización. No para qué queremos usar la organización en tanto que propietarios, sino más bien ¿cuál es el potencial creativo de esta vida, de este sistema viviente?''</blockquote></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><blockquote>''¿Cuál es la identidad de la organización? ¿Y qué es lo que desea? [...] La metáfora es como el viaje padre-hijo: reconocemos que nuestro hijo tiene su propia identidad camino y propósito. Y si realmente me entusiasma que llegue a ser médico, no lo programo. Si lo hago, tiene lugar un proceso dañino y codependiente. [...] Pero la clave tiene que ver con separar identidades y descubrir cuál es la vocación de la organización. No para qué queremos usar la organización en tanto que propietarios, sino más bien ¿cuál es el potencial creativo de esta vida, de este sistema viviente?''</blockquote></div></td></tr>
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Mberne