A NEW PLUS

In case you were wondering, the weird shadows that appear in the Powerpoint explaining my new venture, Coaching Plus for Peak Performance, are not friends of ET heading for home, but 3 generations of Rays in the Cajón del Maipo Cordillera on our way up to the El Morrado Glacier (taken about 4 years ago). What a memorable bonding experience with Peter and Philipito which had a lot to do with building and maintaining trust.

I am delighted to report that CPPP is going strong and I am excited to see how the brave souls who trusted me to be their coach and have dared to do this in English are demonstrating surprising abilities to express highly complex and frequently delicate matters (difficult enough to express in their mother tongue!) in the very safe environment we have created... and they have already seen the early fruits of using me as a sounding box and point of accountability (for their own decisions and results) as they begin to execute their plans.

30+ (gulp!) years of experience have shown me, however, that the skills acquired by practice in the classroom or coaching space do not automatically transfer to real life and the moment we find ourselves in a a less "safe" environment, the self-doubt, hesitation, stuttering and memory gaps begin to take over.

I am therefore keen to move on to stage 2 of my experiment in building self-confidence/trust for language learners by creating a safe space for groups of like-minded individuals to share their ideas and get used to expressing themselves to groups in English, overcoming their fears and reaping the benefits of the 3 "S"s !! - Synergy, Serendipity and Syncroncity.

I shall start the ball rolling in the first meeting by presenting my preferred coaching model "The Heart of Coaching" by Tom Crane, in a Round Table Meeting which will I hope provoke some interesting discussion on different coaching models and experiences involving all the audience.

In subsequent meetings we will encourage other members to make presentations on some other aspects of Coaching, Leadership, HR, OD or Personal Development intended to generate a similar interactive meeting.

Provisional date for the first meeting is Monday 9th April at 19:00 somewhere in Providencia (Exact location to be confirmed). There will be no cost ...and no coffee or trimmings!!! ;) Let me know if you are interested by adding your comment to this blog or mailing me at: philiprayr@gmail.com

Hope you can make it!!

Awkward Performance Review

Vital Smarts have just published two amusing new video vignettes to illustrate two of the commonest Crucial Conversations we face - "The Performance Review" and "Confronting Aging Parents".

Two see these, click on the accompanying image and choose the corresponding clip.

Visit also the Vital Smarts Crucial Skills Newlsetter Archive for advice on Performance Reviews by author Joseph Grenny:
www.vitalsmarts.com/crucialskillsarchive.aspx
September 9th 2009, "Out of Synch Performance Review"

AT THE SPEED OF TRUST

I attended the Franklin Covey certification in this programme in Argentina last year and found it a very powerful tool for those managers who are really prepared to pay the price to improve their personal levels of trustworthiness in order to impact trust in their organizations. As always it is accompanied by some powerful videos, exercises and tools to reinforce the FC "SEE - DO - GET" personal change process.

However, I have to agree with some of the Amazon reviewers that the book, at 322 pages, is a long read. It ocurred to me that a useful and cheap alternative to get a good feel for the concepts could be the audio download with a total investment of US$7.35 and just 75 minutes... and no long wait for the order to arrive. However, in all my ignorance - I didn't realize I needed a KINDLE for this.... or sign up for a year with Audbible.com... guaranteed to increase the number of books you will read per year!!!!

Anyway.....rather than exposing you to my view of products in which I may be accused of having a vested interest I invite you to read the Amazon Reviews and draw your own conclusions.

Here is the editorial blurb followed by a link to download the condensed audio version of the book:

"A groundbreaking and paradigm-shifting book, The Speed of Trust challenges our age-old assumption that trust is merely a soft, social virtue. Instead, it demonstrates that trust is a hard-edged, economic driver -- a learnable and measurable skill that makes organizations more profitable, people more promotable, and relationships more energizing.

Written from his informed perspective as the former CEO of a $100 million enterprise, Covey draws on his pragmatic experience growing the Covey Leadership Center (founded by his father, Dr. Stephen R. Covey) from a shareholder value of less than $3 million to a value of more than $160 million.

Covey articulates why trust has become the key leadership competency of the new global economy. He eloquently informs readers of how to inspire lasting trust in their personal and professional relationships, and in so doing to create unparalleled success and sustainable prosperity in every dimension of life. He shows business, government, and education leaders how to quickly and permanently gain the trust of clients, coworkers, partners, and constituents. The author convincingly makes the case that trust is a measurable performance accelerator, and that when trust goes up, speed also goes up while cost comes down, producing what Covey calls a "trust dividend".

This powerful new audiobook reveals the 13 behaviors common to high-trust leaders throughout the world and demonstrates actionable insights that will enable you to increase and inspire trust in your important

relationships."©2006 CoveyLink. All rights reserved; (P)2006 Simon and Schuster Inc. All rights reserved.

DOWNLOAD HERE: http://www.audible.com/adbl/entry/offers/productPromo2.jsp?BV_UseBVCookie=Yes&productID=BK_SANS_000779

Manejando Despidos con Dignidad - "Layoffs—How to Avoid Adding Insult to Injury"

Creo que los consejos de nuestros amigos de Vital Smarts son mis sabios para las Conversaciones Cruciales muy duros que muchos vamos a tener que enfrentar en los próximos meses. Victoria Simons, quien recientemente asumió el rol de Executive Director en Boyden institute tuvo la amabilidad de ayudarme en la traducción de este artículo.

For original article in English, click here: http://www.vitalsmarts.com/userfiles/File/newsletter/Newsletter%20021809QA.htm

Crucial Skills Newsletter 18 de Febrero 2009

Estimado Joseph:

Nuestra empresa esta enfrentando la necesidad de despedir una serie de personas.

Algunos empleados van a perder sus trabajos y la mayoría de los empleados que quedarán probablemente van a tener que trabajar más para asegurar que la empresa siga funcionando. Algunos de los empleados han estado con la empresa por más de 20 años.
La conversación de desvincular a alguien es estresante y conlleva un gran potencial para el silencio y/o la violencia. Además, un mal manejo de estas situaciones puede resultar en juicios por despido ilegal.

Nuestro abogado nos recomienda decir lo menos posible en una conversación de desvinculación. A todos los jefes les atemorizan la idea de enfrentar estas situaciones. ¿Tienes algún consejo para ellos?

Atentamente

Frank

Estimado Frank:

Seamos sinceros - perder su empleo es horrible. La persona afectada se llena de incertidumbre... la familia se vuelve un caos...las personas dudan de su auto estima y capacidad... un ambiente de desconfianza se adueña de la organziación con la resultante paralisis.

Los líderes constantemente subestiman los costos de los despidos y el precio que tendrán que pagar para reconstruir su capacidad organizacional para que las cosas vuelven a la normalidad. No obstante, en estas ocasiones a veces es la unica medida de sobreviviencia para la empresa. Es mejor perder 10% de la fuerza de trabajo ahora que 100% más adelante.

Frente a los consejos que ofrezco a continuación, quiero que sepan que siempre va a existir el dolor. Pero hay una gran diferencia entre recibir un corte por el bisturí de un cirujano en la sala de operaciones a recibir una chuchillada de un delincuente en un pasaje oscuro.

Lamentablemente, demasiadas organizaciones se comportan como delincuentes cuando enfrenten despidos.

Nunca me olvidaré de lo que me contó uno de mis mejores amigos sobre los guardias de seguridad que llegaron a su oficina sin preaviso y lo vigilaban mientras que el llenaba las 4 cajas que le dieron para guardar las pertenciencias que el había acumulado durante 8 años en su puesto en la organizacion. El pensaba que el hecho de haber llegado a ser Vice Presidente le habría hecho merecedor de una mayor consideración. Pero el se encontro en manos de los abogados, cuyo único interés era proteger a la organización y no defender la dignidad personal. Durante meses mi amigo luchó, no solamente con el dolor de quedar sin trabajo sino con lo denigrante e humillante del proceso. Cómo líder, yo he enfrentado estos desafíos.

Permítanme compartir con ustedes lo que hacen los líderes para que sean considerados cirujanos y no delincuentes. Pero antes necesito hacer una fuerte declaración etica: Nada es más revelador al alma del líder que su forma de manejar un despido. Si no esta dispuesto a sacrificar tiempo, dinero y dolor personal en beneficio de la personas que esta despidiendo, no merece la lealtad de los que quedan en la organización. Con esto en mente, a continuación les ofrezco algunas cosas que pueden ayudarle a evitar empeorar las cosas en el momento de despedir a alguien.

1) Sea inmediatamente sincero sobre las cosas que podrían pasar y lo que definitivamente va a pasar.

Yo conozco todos los argumentos en favor de restringir información sensible - pero creo en general que estos parten de la premisa que no puede tratar un empleado como un adulto. Muchas veces los líderes asumen que si sugieren que hay una posibilidad de futuros despidos esto crearia una fuga voluntaria de empleados claves.
Además argumentan que cuando usted mencione la amenaza de una reducción de personal esto impacta la efectividad y la motivación de los empleados.

En mi experiencia pasa lo opuesto. Cuando usted establezca una reputación de ser un gerente que comunica las cosas lo antes posible, evitaralas perdidas que resultan de la parálisis organzacional generada por la falta de confianza. La ausencia de una comunicación rápida desde arriba no ayuda a las personas a enfocarse en las cosas mas importantes, solamente fomenta rumores... y los rumores cuestan mucho más, a largo plazo, a diferencia de cualquier impacto negativo que contenga transparencia.

2. Sienta el dolor cuando entrega el dolor.

Si tiene que entregar malas noticias, hagalo en persona. No intente protegerse enviando e-mails u otros mensajes masivos. Usted esperaba que estas personas fueran leales - esta es su oportunidad de demostrar su lealtad a ellos demostrando su disposición a sufrir con ellos. No tema decirles lo agonizante que es para usted cuando simpatiza con su situación. Si se siente físicamente enfermo o siente nauseas, digalo. Si le dan ganas de llorar, una lágrima les puede ayudar a saber que no estan solos - alguien realmente esta sufriendo con ellos. Sin embargo, primero, asegúrese de que sus acciones sean totalmente sinceras.

3. Responda al enojo con compasión.

Si alguien se torna molesto, con rabia o con tono acusatorio, no es necesario responder al contenido de sus argumentos. La gente de Recursos Humanos le explicaran (con todo razón) que este no es el momento de hacer declaraciones autoritoritativas que podrían ser confrontadas después. Por favor responda con sinceridad a las emociones que han surgido.

Por ejemplo si alguien dice, "Esto es basura. Estan utilizando esta reducción de personal solamente como excusa para deshacerse de todos los que no son los favoritos de los jefes". Es importante conocer y seguir las pautas respecto a lo que esta autorizado a compartir sobre el proceso de toma de decisiones en la reducción. Pero podria dar una respuesta como: "Hice lo mejor que pude para seguir la políticas que nos dieron frente a esta situación y me duele en la alma como esto les esta afectando. Lamento muchísimo todo los problemas que esto te va a causar y les aseguro que voy a ayudar en su transición de la mejor forma posible".
Aunque esta declaración no quita el dolor, por lo menos le ayudará a no causar más dolor y a no ser asi percibido como frío, político o defensivo.

4. Sea lo más generoso posible.

Como dije anteriormente su disposición a realizar algún sacrificio personal en beneficio de los que va a ser el factor determinante para generar confianza con los que quedan. Siempre peque por ser generoso cuando se trata de considerar las necesidades de las personas que tiene que despedir.

5. Remplace. las típicas frases que contienen poca sinceridad con compromisos específicos.

No importa que tan generoso o tacana su organizacion es cuando usted esta compartiendo las malas noticias. Haga un listado de todas las cosas que usted puede ofrecer personalmente según las necesidades de cada uno de los afectados.

Por ejemplo a un diseñador gráfico le puede decir: "Yo sé que va a necesitar ensamblar una hoja de vida con un portfolio para demonstrar sus talentos de diseño gráfico para las entrevistas que va a tener. Voy a conversar con el departamento legal para autorizar que usted pueda utilizar los mejores disenos que usted produjo aca."

Una oferta específica sobre dos o tres cosas que usted pueda hacer para las personas que usted tiene que despedir comunicará mucho más sobre su sinceridad que una frase general al estilo "Si hay cualquier cosa que yo puda hacer..."

Si los gerentes demuestran vulnerabilidad, empatía y sacrificio en estos momentos la organización puede salir de la situación sin producir la inecesaria alienación y desmotivación.

Le deseo lo mejor!

Joseph

Para ver otras preguntas y respuestas de los autores de Conversaciones Cruciales en inglés viste este sitio :

http://www.vitalsmarts.com/crucialskillsarchive.aspx

Para información sobre los programas en Chile contactese con:

Victoria Simons
Executive Director
Boyden institute
Kennedy 5454, Vitacura
vsimons@boydeninstitute.cl
(56-2) 751 0360

El Coaching Transformacional

Por Thomas Crane, Autor de “The Heart of Coaching”.

¿Cómo enfrentar al ejecutivo talentoso, pero que trata mal a su personal?; ¿O al especialista que teme a los equipos de trabajo?; ¿Qué hacer con un gerente que no se compromete ni quiere sostener ningún enfrentamiento?

Una solución es despedirlo, pero antes de hacerlo habría que pensar… soy yo parte del problema?

Es ahí que surge el concepto de coaching tansformacional, una herramienta que busca mejorar la conducta, no solamente de una persona o grupo, sino de la organización completa, partiendo con uno mismo.

Tal como planteo en mi libro “The Heart of Coaching”, cada día más líderes se encuentran frustrados frente a la necesidad de “hacer más con menos” e implementar culturas de alto rendimiento.

El Coaching Transformacional provee al líder los herramientas para desarrollar, enriquecer y reforzar los talentos naturales de su equipo ayudándoles a cuestionar sus creencias, conductas, la calidad de sus relaciones y sus resultados y le hace receptiva a recibir e invitar la retroalimentación sobre su propio desempeño

El nuevo líder debe remplazar su paradigma de ser “jefe de las personas ” para uno mas saludable y sostenible de ser “coach para la gente”. Así los los miembros de su equipo aprenderán a transformarse en coaches entre ellos mismos, impactando no solamente los resultados individuales y de su equipo sino el desempeño y efectividad de la organización entera.


Una Cultura de Coaching de alto rendimiento es aquella donde todos los miembros de una organización se involucren en conversaciones respetuosas de coaching, sin restricciones, sobre cómo pueden mejorar sus relaciones de trabajo y su rendimiento. Aprenden a valorar y usar feedback, como herramienta de aprendizaje para lograr altos niveles de responsabilidades a nivel personal, desarrollo profesional, mejores relaciones laborales, mejoramiento continuo y satisfacción del cliente.

Tom Crane's new Blog

Coaching Cultures During Times Like These
November 18, 2008
(Congratulations to Tom Crane author of Crane Consulting for the publication of his new Blog. We reproduce his opening article below.

"The Heart of Coaching" was written to provide leaders and their teams a universal, systematic, and pragmatic way of creating coaching relationships, and then planning and conducting coaching conversations that ended up serving both the coach and the coachee. When it first appeared 10 years ago, the world never contemplated such times as we are experiencing today. The emotional stresses brought about by the economic meltdown are immense and far reaching.

It is precisely during times of emotional stress and deep human challenges that the core skills of coaching come into play. In "normal" times, it is difficult enough to build trusting relationships and hold helpful coaching conversations based in candid feedback that actually led to enhanced business results. Overlay the current context of what is going on in today's global for-profit businesses and not-for-profit communities, and you have a powder keg of emotional energy that can bring people down further.

What people need during times like these is resilience - the ability to bounce back from and effectively deal with the negative events of the times. That often begins with having people around you being willing to listen.

At the heart of a "coaching culture" are people acting as coaches for one another. They CHOOSE to respond with compassion. When leaders and teammates engaging in a coaching conversation have both the capacity and willingness to respond to their colleagues with heartfelt listening, empathy, and a sincere desire to be helpful, they can change everything for their coachee. We directly work with empathy in our coaching workshops as a natural expression of one's Emotional Intelligence, and propose that empathy does not mean one necessarily agreeing with their coachee - but being able to relate to their human experience - and to do that without blame, criticism, or judgment.

These times call forth the very best of us as human beings, and remind us to come from caring, compassionate concern. This is one significant way we can maintain the tone of hopefulness as we wade through these rough waters together.

http://theheartofcoaching.typepad.com/theheartofcoaching/

Tom Crane, author, "The Heart of Coaching", Crane Consulting, http://www.craneconsulting.com/

©2008 Crane Consulting. All Rights Reserved.

How to Have Influence
Joseph Grenny, David Maxfield and Andrew Shimberg
(Extracted from MITSloan Management Review Rehttp://sloanreview.mit.edu/smr/issue/2008/fall/13/ )

In business and in personal life, people look for easy solutions to solve complex problems. Unfortunately, most quick fixes don’t work because the problem is rarely fed by a single cause. If you want to confront persistent problems, the authors argue, you need to apply several different kinds of influence strategies simultaneously. Their approach is based on three separate studies — two examining organizational issues within companies and a third exploring destructive individual behaviors such as smoking, overeating and excessive alcohol use. The authors document the success of this multipronged approach across different problem domains (from entrenched cultural issues in companies to leader-led change initiatives to stubborn personal challenges). They found that those who employed only one influence strategy (for example, managers offered training, redesigned the organization or held a high-visibility retreat) were far less likely to achieve significant results than those who used four or more sources of influence in combination. The same went for those tackling personal challenges. Many had attempted to alter their behavior by using a single approach (joining a gym, following prescriptions in a book or attending Alcoholics Anonymous meetings) — but nearly all had failed.

Using examples from such companies as AT&T, Lockheed Martin, OGE Energy and Spectrum Health Systems, the authors describe six influence strategies. The first two, personal motivation and ability, relate to sources of influence within individuals that determine their behavioral choices. The next two, social motivation and ability, relate to how other people affect an individual’s choices. And the final two, structural motivation and ability, encompass the role of nonhuman factors, such as compensation systems, the role of physical proximity on behavior, and technology. “Too often,” the authors argue, "[leaders] bet on a single source of influence rather than tapping a diverse arsenal of strategies. We have learned that the main variable in success or failure is not which sources of influence leaders choose. By far the more important factor is how many.”

Joseph Grenny is cochairman of VitalSmarts LC, a global training and consulting company headquartered in Provo, Utah. David Maxfield is vice president of research at VitalSmarts. Andrew Shimberg is president of nGenera Talent, a talent development and organizational change company in Austin, Texas. Comment on this article or contact the authors at smrfeedback@mit.edu.

Taking Feedback to Heart (and Action)

Taking Feedback to Heart (and Action)
by Jay M. Jackman and Myra H. Strober


Encouraging feedback is one thing—putting it to good use is quite another. Step number one is to free yourself from knee-jerk reaction to criticism.

Adapting to feedback—which inevitably asks people to change, sometimes significantly—is critical for managers who find themselves in jobs, companies, and industries undergoing frequent transitions. Of course, adaptation is easier said than done, for resistance to change is endemic in human beings. But while most people feel they can't control the negative emotions that are aroused by change, this is not the case. It is possible—and necessary—to think positively about change. Using the following adaptive techniques, you can alter how you respond to feedback and to the changes it demands.

Recognize your emotions and responses. Understanding that you are experiencing fear ("I'm afraid my boss will fire me") and that you are exhibiting a maladaptive response to that fear ("I'll just stay out of his way and keep my mouth shut") are the critical initial steps toward adaptive change.

They require ruthless self-honesty and a little detective work, both of which will go a long way toward helping you undo years of disguising your feelings. It's important to understand, too, that a particular maladaptive behavior does not necessarily tell you what emotion underlies it: You may be procrastinating out of anger, frustration, sadness, or other feelings. But persevering in the detective work is important, for the payoff is high. Having named the emotion and response, you can then act—just as someone who fears flying chooses to board a plane anyway. With practice, it gradually becomes easier to respond differently, even though the fear, anger, or sadness may remain.

It is possible—and necessary—to think positively about change.

Maria, a mid-level manager with whom we worked, is a good example of someone who learned to name her emotions and act despite them. Maria was several months overdue on performance reviews for the three people who reported to her. When we suggested that she was procrastinating, we asked her how she felt when she thought about doing the reviews. After some reflection, she said she was extremely resentful that her boss had not yet completed her own performance evaluation; she recognized that her procrastination was an expression of her anger toward him. We helped her realize that she could act despite her anger. Accordingly, Maria completed the performance evaluations for her subordinates and, in so doing, felt as if a huge weight had been lifted from her shoulders. Once she had completed the reviews, she noticed that her relationships with her three subordinates quickly improved, and her boss responded by finishing Maria's performance review.

We should note that Maria's procrastination was not an entrenched habit, so it was relatively easy to fix. Employees who start procrastinating in response to negative emotions early in their work lives won't change that habit quickly, but they can eventually get support. Identifying your emotions is sometimes difficult, and feedback that requires change can leave you feeling inhibited and ashamed. For these reasons, it's critical to ask for help from trusted friends who will listen, encourage, and offer suggestions. Asking for support is often hard, because most corporate cultures expect managers to be self-reliant. Nevertheless, it's nearly impossible to make significant change without such encouragement. Support can come in many forms, but it should begin with at least two people—including, say, a spouse, a minister or spiritual counselor, a former mentor, an old high school classmate—with whom you feel emotionally safe. Ideally, one of these people should have some business experience. It may also help to enlist the assistance of an outside consultant or executive coach.

Reframe the feedback.
Another adaptive technique, reframing, allows you to reconstruct the feedback process to your advantage. Specifically, this involves putting the prospect of asking for or reacting to feedback in a positive light so that negative emotions and responses lose their grip.
Take the example of Gary, a junior sales manager for a large manufacturing company. Gary's boss told him that he wasn't sociable enough with customers and prospects. The criticism stung, and Gary could have responded with denial or brooding. Indeed, his first response was to interpret the feedback as shallow. Eventually, though, Gary was able to reframe what he'd heard, first by grudgingly acknowledging it. ("He's right, I'm not very sociable. I tested as an introvert on the Myers-Briggs, and I've always been uncomfortable with small talk"). Then Gary reframed the feedback. Instead of seeing it as painful, he recognized that he could use it to help his career. Avoiding possible maladaptive responses, he was able to ask himself several important questions: "How critical is sociability to my position? How much do I want to keep this job? How much am I willing to change to become more sociable?" In responding, Gary realized two things: that sociability was indeed critical to success in sales and that he wasn't willing to learn to be more sociable. He requested a transfer and moved to a new position where he became much more successful.

Break up the task.

Yet another adaptive technique is to divide up the large task of dealing with feedback into manageable, measurable chunks, and set realistic time frames for each one. Although more than two areas of behavior may need to be modified, it's our experience that most people can't change more than one or two at a time. Taking small steps and meeting discrete goals reduces your chances of being overwhelmed and makes change much more likely.
Jane, for example, received feedback indicating that the quality of her work was excellent but that her public presentations were boring. A quiet and reserved person, Jane could have felt overwhelmed by what she perceived as the subtext of this criticism: that she was a lousy public speaker and that she'd better transform herself from a wallflower into a writer and actress. Instead, she adapted by breaking down the challenge of "interesting presentations" into its constituent parts (solid and well constructed content; a commanding delivery; an understanding of the audience; and so on). Then she undertook to teach herself to present more effectively by observing several effective speakers and taking an introductory course in public speaking.
It was important for Jane to start with the easiest task—in this case, observing good speakers. She noted their gestures, the organization of their speeches, their intonation, timing, use of humor, and so forth. Once she felt she understood what good speaking entailed, she was ready to take the introductory speaking course. These endeavors allowed her to improve her presentations. Though she didn't transform herself into a mesmerizing orator, she did learn to command the attention and respect of an audience.

Use incentives.

Pat yourself on the back as you make adaptive changes. That may seem like unusual advice, given that feedback situations can rouse us to self-punishment and few of us are in the habit of congratulating ourselves. Nevertheless, nowhere is it written that the feedback process must be a wholly negative experience. Just as a salary raise or a bonus provides incentive to improve performance, rewarding yourself whenever you take an important step in the process will help you to persevere in your efforts. The incentive should be commensurate with the achievement. For example, an appropriate reward for completing a self-assessment might be an uninterrupted afternoon watching ESPN or, for a meeting with the boss, a fine dinner out.

Excerpted with permission from "Fear of Feedback," Harvard Business Review, Vol. 81, No. 4, April 2003.

Jay M. Jackman is a psychiatrist and human resources consultant in Stanford, California. He can be reached at jayj@stanfordalumni.org.

Myra H. Strober is a labor economist and professor at Stanford University’s School of Education.

SILENCE FAILS

LOS CINCO CASOS CRUCIALES

El estudio en EEUU sugirió que los impactos del silencio son más prevalentes y costosos cuando hay que enfrentar uno de las siguientes situaciones:

Planificación Arbitraria: El proyecto está destinado a fallar cuando los plazos y/o recursos establecidos no se ajustan a la realidad y/o las opiniones de todos los involucrados no se escuchan o se toman en cuenta.

Patrocinador Ausente: El patrocinador del proyecto no ejerce el liderazgo necesario ni provee el apoyo, tiempo y energía requeridos para que el proyecto logre sus resultados.

Negociaciones Paralelas: Las personas encuentran formas de by-pasear acuerdos y procesos establecidos para lograr sus propios objetivos sin medir las consecuencias para el proyecto.

Temor al Fracaso: Las personas no admiten sus incumplimientos y simplemente esperan a que sea otra la persona que admita sus fallos. Anteponen su prestigio personal al éxito del proyecto.

Fallas del equipo: Falta de compromiso o capacidad de uno o todos los miembros del equipo del proyecto. Hablan de trabajo en equipo pero practican la independencia.

… y ¿Qué pasa en Chile? Comparta sus impresiones y experiencias en este foro :