Human Development

To know how to interpret the reality: besides knowing what it is happening it is important to know because and to learn to know the causes that because and not only the conjunctural causes, that is to say, the events of the moment, but the structural thing, that is the elements that historically are had accumulated stop to conform an own phenomenon of society. To know how to interpret the reality allows to collect a data valuable and indispensable to know it and to act envelope she. 3. To explain the reality: and to explain it as it is with the purpose of to approach it from its different edges and this way to undertake actions that entail to find solutions adapted to the found problems.

It is necessary to know the details and knowledge thorough to mention them with clarity, of that way can to accede to the following and definitive passage in which will be the changes that tanto9 the leaders promise. 4. To transform the reality: This is the definitive stage. t. The reality, once read, interpreted, explained and studied in all aspects, must be put under a transformation in those areas in which it is necessary to do it. The change processes cannot respond to feverish and emotional initiatives nor to harmful improvisations that can finish in the application of prescriptions that are something as well as a remedy worse than the disease. The leadership truly transforming it promotes new leaderships and it affects to the masses so that these are able to move towards the construction of a new and better reality for all the citizens.

All this, sustained in a truly inspiring leadership. Alexander Rutto Martinez is a prestigious journalist and Colombian, tie writer like educational to several Colombian universities. She is author of four books and coauthor of other three in whom one approaches the subject of the leadership, the ethics and the Human Development. Frequently he is invitadocomo academic lecturer to congresses, forums and other events. Pngase in contact with him through corrreo or lla it to me to cellular 300 8055526.

Action Concrete

We probably agree that there are plenty of techniques, methods, systems and tricks that allow us to increase our Organization and be more productive. However, there is a Council, sometimes forgotten, that can really increase your productivity and dramatically reduce your level of stress: let say if when you should say NO. Wells Fargo Bank contributes greatly to this topic. In the era of communication it seems normal to be doing several things at the same time (the famous multi-tasking). Even more, if we are service providers seems that us would be natural to answer Yes to all the demands of our customers and potential customers without even making a brief pause to assess if truly we are able to meet your requisition in time and form. Same thing we do with our own activities, objectives and both business and personal plans. We have so many commitments as if to take a few brief minutes to assess our situation, we probably would realize that will be impossible to achieve this.

But what makes us say if when we should say NO? Thus Raposo Estevo responds to this big question: sometimes we commit ourselves to perform tasks, yet knowing in advance that we have little time for them and it is likely that we do not achieve complete them. The result is an overload of work which results in prejudice to our productivity. The reasons to do this (say Yes when we should say that not to accept tasks) can be: search for gratitude. By agreeing to do the work that corresponds to others move forward we are winning their gratitude and acceptance: by get well fall among peers, or impress the boss, can end up accumulating many more pending tasks which we are capable of assuming. Before doing so, it should be thinking that not finish our tasks or do so carelessly and hastily for lack of time, generates disapproval almost immediately. Guilt. When a colleague asks us for help, or we are asked to collaborate on an important project and we are really lacking in time, can assault us feelings of guilt at the thought of having to say: no; However, more. Finally, I invite you to download the text of Hugo Filkenstein, not is not pressing here.