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Values and their Praxis

 

THE CREATION OF “THE POSSIBLE”

1. About the dignity of men

“Dignity” is usually identified as an abstract concept.

Dignity implies the autonomous capacity of individuals to feel recognized as such with the attributes inherent to the HUMAN BEING, in a historic moment.

Any situation that may cause a detriment to this capacity harms the individual's realization power and, therefore, its human condition.

This is where perception is no longer “abstract” and becomes “tangible" from its loss or damage.

Maybe work is the common pattern that best represents the sacrifice in terms of idle time that needs to be made to allow the maintenance and growth of the body and the BEING that lies in it, in the process of becoming a “person”.

The lack of work prevents the normal development of the body and the being and causes the individual to feel “frustrated” as a person. Where there are no socially accepted ways to produce whatever our existence requires we go into a situation of “survival” with a greater degree of “insatisfaction” and “frustration”.
In extreme situations, if the autonomous survival capacity is compromised and the feeling of frustration peaks there follows a sense of “loss” of the dignity of life and the individual (and eventually its family) is pushed to become estranged, hopeless and to use VIOLENCE AS THE ONLY WAY TO RELEASE THE TENSION CONTAINED IN THE FRUSTRATION OF THE BEING, of its existence as a "PERSON".

 

2. About the social being

The human being is a social being:

Not only because it needs to affectively coexist with other human beings but also because it differentiates from the rest.

The society, that is, the community of individuals living under common codes and references, finds communion in the distinctive features of its BEING (the individual).

The individual belonging to a community must somehow BE the person living as a member of such community and the person that allows it to be an individual human BEING.

Then, we can say that a society is not a heterogeneous group of BEINGS but the common features arising from such BEINGS.

The common features are the “values”, the shared codes of the community that are impliedtely accepted and transmitted in the form of “education”.

“Dignity” is an attribute of the human and individual condition of each person and relates to its autonomous capacity to differentiate from the rest.

These differentiation occurs within a social context, “dignity" being a common attribute and part of the SOCIAL BEING (society); the same criterion applied to the individual as to its need to maintain its “dignity” must be applied to society.

Based on the assumption of equality and transitiveness, the society must maintain its dignity by maintaining the dignity of the individuals that are part of the society.

 

3. About perversion

When a society loses the principle of equality, there raises the principle of domination: this principle causes individuals to accept what is conventional (which, in human history, has only represented the dominating subject) and to accept what is “convenient” for the group of dominating individuals, that is, those who have the power.

This acceptance leads to the loss of values, for instance "dignity”, on the part of the individuals who are not part of the dominant group. This implies, in fact, the fracture of the community axis (what is common based on the social being in equality conditions).

The lack of work or the work in poor conditions or poorly paid as a common and socially accepted activity causes some individuals to lose their autonomy, their “dignity”, thus creating tension in the individual BEINGS who feel unable to revert by themselves such situation; this is followed by frustration and the feeling that the individual is defeated by what the dominant axis imposes as NON COMMON.

In this way, the individual is perverted or taken to violence extremes that are nothing but a reaction to non-equality and the destruction of the BEING itself.


Anyone who perverts another is a pervert itself; this does not mean that perverts are always “aware” of their nature but, sometimes, they use decision-making tools out of context or which are only useful to solve a problem, creating others which are more serious.

If aware, the State must articulate and balance the actions allowing the restoration of the dignity every person deserves through available means or through means to be created.

The persons or citizens cannot be subjected to poor conditions whether by private individuals or by those who exercise the public power.

 

 

Documents:

VALUES AND THEIR PRAXIS

Introduction

Vision

Values are the way in which human being are modeled at a symbolic level, allowing the integration of the individual and community.

Values constitute the archetype and differentiate being from staying and living from existing.

Values originate as part of the “ethos” of the individual in connection with another individual, the relation of one with the others (and vice versa).

The verification of compliance with certain values is a distinctive part of the cultures.

Any human action (as a part of the corresponding culture) is articulated on the axis of its values.

If there were a conflict between the declaimed values and their practical use as a guideline for the actions of the persons, this conflict would be implemented as a contradiction between the archetypical and the real Being, and the conflict is then transferred to the institutional and social plan.

That is how the destruction in the SYMBOLIC BEING begins. This gives us a choice: recognize and change this situation or lose the articulation between the individual and the community, between one self and other selves.

Therefore, we consider that it is necessary to have a reflexive and proactive attitude towards the recreation of the values and their praxis, full awareness of how the implied values condition our decisions and how our decisions condition the context in which we live.

This recreation needs us to be FREE to recognize it and RESPONSIBLE to apply it within the scope of our action.

The only possible commitment is through our convictions only.

We propose recreating the values and their praxis starting TODAY, YOU AND US.

 

Mission

We believe we should bring the critic debate on the values close to the institutions, as part of the community, and articulate constructive agreements on these values.

The methodology proposed will try to install, as part of the decision-making process, the consideration of the agreed values, and expect to allow the improvement of the life quality, particularly, within the institution and, then, within the context in which the institutions develop.

 

Objectives

Cause persons to participate in and commit to a possible change, from their own selves.

Give values the importance they have and recreate our archetype and symbolic being so as to recreate the integration between the persons and the community we live in.

Raise awareness of the relation between values and their praxis.

What are the difficulties and the benefits?

Being aware that it is the group of visions and decisions of each person the one that build up the reality we enjoy or suffer.

Help them refocus the reality through alternative thoughts.

Accept criticism and self-criticism as a starting point to reinstall the discussion about the methodologies, technologies, etc. and the "scales of values" we use.

Walk together to find again the HUMAN BEING in OUR OWN SELF and in US.

 

Lic. Alejandro Jorge García

VALUES AND THEIR PRAXIS – OBJECTIVES OF THE WORKSHOP

Seminar – Workshop  (Today, only the present)

Why don't we talk about the “objectives” of the seminar-workshop proposed?

In the seminar-workshop proposed we will motivate you by introducing the challenge of building, all together, in the course of the seminar-workshop and based on any relevant aspects that may arise, the “objectives” for each participating group.

It is important to consider that, after or during each seminar, presentation or workshop, each of us, coordinators and attendants (all “participants” in the end), may be called to “reflect”. This will lead us, either as a group or individually, to the redefinition, maturing or ratification of thinking structures or the contents of such structures.

Every day the sun rises; however, each sunrise is unique and unrepeatable.

After each interaction of individuals or groups, after each interaction with ourselves, something, whether perceivable or not, must change, we hope. Neither the individuals nor the groups will be as they were before.

Then, it is really difficult, to state beforehand what can be modified in each of you, the potential participants. Likewise, it will be difficult to determine the use of it since this depends on contextual or personal situations.

We can, with a certain degree of uncertainty, attempt to be the “installers” of a critical, reflexive and creative “attitude” towards the topic we are considering: VALUES AND THEIR PRAXIS.

We want you to “redefine” the contents of our thinking structures, knowledge, but also give priority to the opening of such structures, their flexibilization, and the release of the capacity to imagine, imagine ourselves. We must think about how we think, we must observe us as observers, irrespective of our prior reference guidelines.

Communication. Isolation. Technology. Vertigo. Globalization. Harmony. Reality. Virtuality. Egoism. Solidarity.

In view of the dynamics posed by our present, can we avoid being the main characters?

The formation of a different “reality” is only be possible where a community claims it and its leaders assume and streamline it towards the creation of an actual, possible path of realizations.

Our objective is to interact with you through this seminar-workshop in order to try to understand the reality or what we believe the reality is.

We want, together with you, generate a motivational process, in which thinking may be the technological tool enabling the “definition” of the new proposals and alternatives that we usually use or have to use.

As leaders, we expect you can reinterpret the reality, and search for the possible, alternative and viable construction ways for a given organization/institution.

We hope that the lack of “objectives” of the seminar-workshop we propose will not be a reason for discouragement but the beginning of a new type of courage.

We invite you to find, through your attendance and participation, the "common objective" and foresee the actions need to achieve it.

Lic. Alejandro Jorge García

VALUES AND THEIR PRAXIS – GUIDELINES

Seminar – Workshop “Values and their Praxis”

Addressed toIntermediate, superior and managerial staff working for public or private organizations.

Development of topics

1. Semantic agreements for the development of the workshop

a. What does “value” mean?
b. Types of value (moral, economic, etc.)
c. Valuation process: how to determine hierarchies
d. What does “morals” mean? What does “ethics” mean?
e. Other relevant terms

2.  Brief introduction to the historic evolution of values

a. Moral values as a result of cultural phenomena
b. What about moral values in a changing culture?
c. Changing to change: values and praxis

3.  The roles of the individual

a. Individual and family
b. Individual and community
c. Individual and organization

4.  Conflict of roles and values

a. The roles of individuals and their conflicts
b. The values of individuals and their conflicts
c. Moral values and roles: integration and coherence

5.  Humans in the organization 

a. Decision and moral values: myths and realities
b. Open mind and heart: the creativity and decisionary alternatives
c. The component organization and individuals: Expressions of the virtual and real
d. Assuming responsibility: THE REAL HUMAN BEING 
e. Moral and economic values: are they incompatible?
f. Definitions
g. Organizational archetypes

Organizational Guidelines

Seminar-Workshop

If the contents are to be developed in a “seminar-workshop”, a maximum number of 24 people and two work days of 6 hours net is recommended.
The following are also to be considered:

  1. Kick-off coffee, 30 minutes. This allows starting the workshop on time.
  2. Two breaks of 15 minutes every hour and a half.
  3. A lunch break of 1 hour

Total workday: 8 hours
Total: 16 hours

Seminary
It is also possible to organize in four half workdays of three hours each so as to add the following:

  1. Kick-off coffee, 30 minutes. This allows starting the workshop on time.
  2. One break of 15 minutes every hour.

Total workday: 4 hours
Total: 16 hours

Seminar
If the seminar modality is chosen, a maximum number of 40 people and one work day of 6 hours in the aggregate are recommended

Logistics
In all cases, the hiring entity will provide and assume the costs of any transportation expenses (air and/or land), accommodation and meals for the speaking professionals as well as the place, materials and elements suitable to develop the seminar or the seminar-workshop, as applicable.

ADMINISTER ORGANIZATIONAL CHANGE

Values and their Praxis

Vision

 ◊ Awareness of Implied Values

  • The decision making processes and the consequences of the generated actions are not clearly evaluated in terms of their impact on the person and on the social sphere.
  • The incorporation of values into this process is critical to rebuild the integration between individuals and the community.
  • For individuals to be persons.

Status of the Organization

 ◊ The organization generates valuation conflicts 

  • The measure of the representative value of an economic item (profitability) is higher than the human and social conflicts generated by it.
  • Can I do anything for the sake of  "profitability"?
  • Is “profitable” comparable by decision-makers against the absolute criteria  “good” vs. “bad”?
  • Is it a new absolute and tyrannical “God”?

Objectives

 ◊ Our objectives  

  • Recreate the option of BEING PERSONS.
  • Commit to the process of changing our reality
  • Become aware of our reality and the immaterial components which allowed us to become symbolic as HUMAN BEINGS, and integrate into COMMUNITIES creating CULTURES

Action Plans

 ◊ Install critical debate and constructive consensus in organizations  

  • Implement the seminar-workshop
  • Agree with the participants on their participation and commitment
  • Leave the process in progress

Programming 

 ◊ Introduction of coordinators and participants   

 ◊ Introduction of the topic and concepts of the seminar

 ◊ Group dynamics 
  

Costs  

 ◊ Financial

◊ Human Resources

 ◊ Time

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Follow-up of the plan

 ◊   The Action Plan must be measured based on ad hoc indicators, which must be periodically developed and determined.

 ◊   Also, the achievements and areas to be improved must be highlighted.

 

Close

 ◊   Go back to vision.

 ◊   Ask feedback from participants.



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The contents of this site may be freely used as long as the source (www.deinas.com.ar) and the author (LIc. Alejandro J. García) are mentioned.

      


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