Ulysses, CEOs, Recruiters and Siren Chants

How to escape the siren song. A lesson for Odysseus and the CEOs or Recruiters of People

The Odyssey, a legendary work shows us Ulysses receiving advice from the sorceress Circe, to overcome the dangers on the journey back home. When he reached the island of the Sirens, nymphs or sea deities, who enchanted the sailors with their songs, he and his companions already knew what to do to avoid the danger and destruction where the musical vocals, prodigiously attractive and hypnotic, were conducting. Odysseus plugged his companions' ears with wax and had him tied to the ship's mast. When the Sirens sang a beautiful chant and called with persuasive voices to Odysseus, who, in utter ecstasy, tried to untie himself to go to sea, his companions tied him more strongly to the mast of the ship. When the island was left behind, the companions got rid of the wax plugs and freed Odysseus. According to the myth, the mermaids, despised for not being heard, took their lives by throwing themselves into the sea.

Odysseus was lucky, received and listened to timely and prudent advice. What is it to CEOs for human resource recruiters to sing the siren that can lead to destruction? Can they be lucky like Odysseus to save himself from the mortal danger of bad choice?

In companies, employees are divided into groups: young and old; the point at which you move from one group to another is debatable, but in our case, assume that it is 40 years old (before someone at that age had a lot of potential in the company). Replacement should be gradual so that a balance is reached, where the contribution in talent, commitment, achievement and productivity of both groups is equivalent (point E in figure 1). At point A, the talent of young people could be wasted; in the B group the greater number of young people could compensate the departure of experienced workers in the company.

What happens when blinded by the myth around the "super powers" of the millennials, decide to rule out many who have passed the forty and is located at point D ?. It would be a wise decision if all millennials have the talents attributed, if they all assume commitment and loyalty to the company by matching or surpassing what former senior workers brought. At this point, far from balance, a clear gap has been created that is explained both by the need for generational change and by prejudices in favor of young people and at the expense of so-called old people.

Now the danger comes. The lack of prudence (they did not get waxed in their ears or tied to the mast like Odysseus and his companions) gets that enthusiasm to prevent them from seeing a notoriously damaging feature of millennials, lack of loyalty. They only stay in a company to the extent that they meet their personal and selfish needs, very few believe the story that the employee must be unconditional and loyal to the company. They offer their services, their "talent"; if they pay them what they owe, in another case they go to the competition, without any scruples. And if some knowledge, some vital processes are known only by them, they will not give them and will leave in an uncomfortable situation to the organization that they abandon. The volatility of the contribution and commitment in every sense is constant, which is why it shows an undulating line, which indicates that with the same speed with which they are elected and contracted they go to another place.

Deloitte in the 2016 Deloitte Millennial Survey found that "millennials generally offer little loyalty to their current employers and many have exit plans in the short term. The "challenge of loyalty" is driven by several factors. Millennals are thought to be underutilized and think they are not developing as leaders "(Deloitte, 2017: 2)

Deloitte's annual survey of Millennials' famous generation showed that companies should adjust how they encourage loyalty, otherwise they risk losing a high percentage of their employees. Being people with many concerns, do not imagine in the same job for a long time, especially if they have no chance of growth. 44% of respondents said they expected to leave their current employer in the next two years; And two-thirds would leave the organization by 2020. Only 10% are seen in the same company within 10 years.

This volatility of the millennial, as well as the contribution of his talent can generate absurd situations such as having in a spreadsheet people perhaps trained in the most modern management techniques (MBA, some with double or triple degree) and without clutch with productivity , and results that are lower than those achieved with the old collaborators and that supposedly have less potential or real capacities (as shown by the dotted green line in Figure 3). An electric bulb of 25 W that contributes 250 lumen of brightness or illumination, that operates continuously is preferable to another one that offers 2000 lumen but sporadically, by sparks.

Loyalty is directly related to opportunities for leadership development, job flexibility, and sense of purpose beyond income. If CEOs are very restrictive with former employees, why do they agree to be very lenient with this new group?

This lack of loyalty is a serious challenge for companies that employ many Millennials, especially in markets such as the United States, where they are now the largest segment of the workforce. When there are problems and solutions are provided by employees or obtained from abroad, they can not be implemented with millenillas, because some will already be gone, others will be with a mind foreign to the interests and needs of the company; while the old employees, the old discarded are no longer. The CEOs or recruiters who made the decision to get rid of the old fell like children in the siren trap.

There is no doubt about a fact: The CEO and / or recruiters who brought the organization into this situation do not have the talent required to choose the best contributors, therefore, they must be as far from the organization as the "despicable old men " of which they were undone. That is, they lack the sense of smell that is needed to choose the best that make a team champion.

Businesses always face problems and solutions can come from internal or external staff (consultancies, for example). In an MIT study conducted over a four-year period by Malhotra, Majchrzak, Kesebi and Looram (2017) to determine how companies use internal forces, including front-line employees, in finding new solutions to the business challenges, interviewed executives who promote the internal search for solutions.

Organizations seek better solutions to their everyday problems, many encourage their employees to use their experiences to develop new ideas and take a more active role in the innovation process. This approach involves better contracting practices, better products or services, better forecasts; Companies like AT & T Inc., Google Inc. and Deutsche Telekom AG now practice internal crowdsourcing, search for ideas and proposals within the organization.

When external crowdsourcing is carried out, which involves asking for ideas from consumers, suppliers and anyone else who wishes to participate, it is because internal crowdsourcing is still not fully understood, which seeks to channel the ideas and experience of the employees themselves. Internally, employees are allowed to interact dynamically with co-workers in other areas, to propose new ideas and suggest changes in management.

Many large companies have a "background" of experience and knowledge scattered in different places; Malhotra et. Al (2017) found that harnessing internal cognitive diversity can open new and rich sources of innovation. Also, internal crowdsourcing is a particularly effective way to engage younger employees and people working front-line.

Companies that resort to external crowdsourcing should solve several problems. The people involved do not know the context and circumstances in which the organization operates, and many suggestions will be unfeasible. Customer input will be good descriptions of critical points and weaknesses, but do not help with ideas to solve problems. In fact, the proposals require strategic assets that companies do not have and can not afford. In addition, the problem of intellectual property may arise, does the person who collaborates or the company own the idea?

The inner groups are not as diverse as the external groups, and can not propose radical ideas because they have a more localized knowledge; but ensures viability and speed. Frontline employees have in-depth knowledge of viable changes, given the circumstances of the company and current assets. It is true that many solutions are patches or alternative solutions that satisfy particular needs, but have a rapid impact on the market; and there is no problem of intellectual property.

One way to encourage creativity, the presentation of proposals is collaborative work, which fosters innovation, empowers and increases morale and commitment.

Malhotra et al. (2017) present in Graph 5 the advantages of internal and external sources of solutions. This graph also suggests the need to act well in the choice and attraction of talents. The dilemma of internal and external solutions is as imprinting as the dilemma of young (millennial) and old (over 40)

Graph 5. Where to look for solutions?

Source: http://sloanreview.mit.edu/article/developing-innovative-solutions-through-internal-crowdsourcing

The fate of Odyssey is shared only by a few, guided by prudence, moderation, justice and balance in human relations. When they hire people, for unquestionable reasons regarding the renewal of people and the need to have collaborators who are trained in the new technical and management tools, they do not automatically exclude older people than millennial. In this way, they avoid the loss of talent without being seduced by the siren song that is represented by the blind and obsessive inclination towards the millennial and the almost pathological contempt for the old (over 40).

An irrefutable evidence that they are not mistaken, when they discard the old, is that companies should be immediately in the top positions in their sector, a situation that is not true in the vast majority of cases and is not empirically demonstrable.

If Odysseus lived in our time, the use of GPS, instruments and sophisticated control mechanisms, would prevent it from crashing or encalle. If he does it is out of foolishness or incompetence. Similarly, CEOs and recruiters have access to theories, algorithms, hundreds of books with techniques and advice from renowned experts, master's or doctoral degrees, powerful expert systems and multiple mechanisms so that mistakes in the choice of type of employees and the balance between the different groups (young and old), are not admissible. Like the reckless Odysseus, they should go to the bottom of the sea.

References

Malhotra Arvind,  Majchrzak Ann, Kesebi Lâle, and Looram Sean (2017) Developing Innovative Solutions Through Internal Crowdsourcing

Magazine: Summer 2017 IssueResearch Feature, May 31, 2017

http://sloanreview.mit.edu/article/developing-innovative-solutions-through-internal-crowdsourcing/?social_token=260eae3689958e9ace3ccdaa0fc506ac&utm_source=twitter&utm_medium=social&utm_campaign=sm-direct

Deloitte (2016) The 2016 Deloitte Millennial Survey Winning over the next generation of leaders

https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdf

Odiseo y las sirenas, febrero 2014

http://antesdelogos.blogspot.pe/2014/02/odiseo-y-las-sirenas.html

The bottle and stones of life- ways of governing metaphor

Good governance and priorities - Metaphor of the bottle and large stones

The authorship of the story presented is no easy to determine because shows are variations in context and characters, although the final message is the same.

In a morning walk, an elderly teacher with students stopped in a forest clearing, pulled from his knapsack a glass jar and a dozen stones. He carefully placed the stones in the jar, one at a time, until he could not get another. He then asked the students: - Is the jar full? The group answered affirmatively. With a grin, the teacher took a sachet with gravel and began to pour on the rocks, shaking the bottle to permit gravel stones occupy free space. When he could no longer put more gravel in the jar, he asked again: - Is the jar full? Now, the pupils answered - probably not. The teacher smiled knowingly. He took a small bag of sand and began to pour over the stones and gravel, easily filling all the spaces. He repeated the same question and the group certainly answered: - No. Then, out of the knapsack a bottle with water, pouring the liquid onto the bottle with stones, gravel and sand, until the water reached the edge.

At that time he looked at her students and said: - Well, what we get clear of all this? One of them answered: - No matter cradle busy we are, if we work hard and strive always be able to do a little more of what we do now.

"That is not only wrong but dangerous conclusion," said the teacher. The real lesson we can draw is that if we put the stones in the jar at first, then there will be no way to do it.

What are the stones in your life? Do your children, your friends, your dreams, your health, your loved one? Or are your work, your meetings, your business trips, power or money ?  Improve the training? Enjoying at work? The choice is yours. Once you've decided, put those stones first. The rest will find its place. If you dedicate part of time to define the main goals, then you will be using your time wisely.

graphed 04

In a democratic government, in theory voters give confidence to someone who has the ability, leadership, vision and strategic goals and prioritizes government action to address the big issues (the stones), without this meaning neglect minor matters. The reality offers us evidence of developed countries in which it acts well and therefore, its population has high standards of modern life and potential for the future.

In this case, voters are critical, educated, know that the stones go first and then the rest, and also are able to demand it; they can recognize the farce or phoney.

For non-developed countries, large stones are the issues that must be resolved with urgency to get out of backwardness, complacency, tropical effeminacy, false prosperity, are: lack of leadership, weakness or institutional absence, the absence of security citizen, poor education, lack of national identity, corruption entrenched in the entire state apparatus, control of the state by criminal groups (drug traffickers, smugglers, illegal miners and loggers, among others), de facto territorial fragmentation (policy , geographic, connections, culture, released under the control of criminal gangs).

For all of the above reference are applicable to Peru, all are large stones to be placed first but in any government there is the political will, vision and ability to do so, they prefer to fill the jar of sand (populism) (Note 1).

The lack of financial resources can not be used as an excuse, it is rather the lack of qualified and consistent human resources with values ​​and ethics, which prevents such action. It is a fallacy to argue that Peru is a poor country and therefore can not make critical structural reforms.

Unfortunately in undeveloped countries like Peru, voters do not choose relying on reason and critical thinking to evaluate government plans, but in emotions, personal preferences and the expectation that the wonderful and bizarre promises of the candidates come true . End up choosing the most populist, the most fanciful and finally does not fulfill any of the promises and acts completely opposite to what people expect; choose the one filling the jar with sand (Note 2).

These governments easily fill the jar with sand, then with a little effort and luck achieve to introduce some gravel because the sand still yields; maybe some water but it will be impossible to place large stones. It may be possible if you change jar (government and ruling) and acted correctly; but if the population continues with the same political ignorance, the same expectations (and effortlessly receive free gifts), it will again choose who insists only knows fill bottles with sand. Peru's history will be repeated until there is a leader, who as Alexander the Great, decide that the stones (big business) are important.

This metaphor applies to people, as perceived in the final advice of the wise. It applies to companies where a fan of the bottles with sand insists on putting in key positions to friends or accomplices, or verify that a control system over people about works perfectly.

It applies to governments and the difference between the countries is noticeable. In Singapore, the government strongly placed large rocks, then placed the lighter material; Chile also strives to put the big rocks and then the rest of material. In Peru, for convenience, incompetence, myopia, inability or immorality, the rulers only fill the jar with sand.

Note 1. Populist programs that require the use of large amounts of resources, generally administered with high discretion which facilitates corruption. In social spending no more than 30% comes to those who should receive the aid, the rest is lost in sinks (bureaucracy, embezzlement, misappropriation, overvaluation). In the state with the SERVE program, it has taken really qualified professionals putting in place stalwarts of the current government, without professional, moral or executive powers. Pure sand, no stones.

Note 2. The current ruler promised lower gas less than 10 soles (three dollars), however it is sold at 40 soles ($ 12) and paradoxically, Peru is natural gas producer country. Chile, absolute fuel buyer, sells it at a price significantly lower. Is believed to be military, would control crime; however, it seems that did not exist and crime, omnipresent and omnipotent, is like a fifth branch of government (executive, legislative, judicial, electoral and criminal)

References

The big rocks of life

http://www.appleseeds.org/PDF%20Files/08-09/Big%20Rocks_Covey.pdf

Flash mob- Creativity metaphor

The Flash Mob as a metaphor for creativity and efficiency in the planning

Introduction

It is now common to see people acting in public spaces and even seeming disconnection, are gradually emerging as the gradual increasing groups from  "spontaneous" participants who accurately develop an activity or performance involving somehow bystanders, who are really going by where group activities are developed. In some cases, it also directly involves people who really have nothing to do with the intervention plan. When it comes to dance, known and upbeat music sets, real observers become participants, in some cases, just a playful impulse or spirit of participation, in other case, a direct invitation or suggestion.

This event is called a flash mob, a variety of ephemeral events that form and break times in minutes or seconds, in the public space of a city, as a place, a park, a street.

Alzamora and Alencar (2009, p.1) state that the origin of the flash mob is in the existence of a network, allowing connection between the members of a city and the creation of contemporary spaces, spaces that can be physical or virtual and produce a shared aesthetic experience by allowing the gathering of people in the space on transit or act.

According Cobo (2006, p.3) the phenomenon arises because

"The emergence of Web 2.0 is highly attractive because it allows a more democratic and participatory Internet use. It is in this context that new perspectives are configured to analyze social manifestations articulated by communication technologies. This social phenomenon of groups of people organized via digital devices has been called instantaneous or flash mob ... mobilizations. "

The Flash mob is a gathering of "a group of people who meet simultaneously transient and voluntarily, without the need to be aware of before, in a public place to do something unusual or remarkable (usually symbolic actions) and then disappear without warning. They are usually organized through the Internet or other digital communication system "(Cobo, 2006, p.4)

The concept of smart mobs (Smart mob) or the speed with which form and disappear, flash crowd (flash crowd) is also supported; In any case, whatever the name used, and there are new characteristics due to the way society understands its role in the world.

Naturally phenomena like this cannot be declared neutral, have advantages and disadvantages, opportunities and risks; but there is discussion about the purpose of this article is not to question the validity or social value of flash mob, but to show from a management perspective the development of synchronized activities, participants have their place, employing resources, ending in a determined time and achieve a goal, generate surprise and transmit messages.

Alzamora and Alencar (2009, p.4) indicated in the "flash mobs are configured as lines of flight, moments that interfere with the landscape of the city," maybe it's valid to ask whether the flash mob interfere momentarily or destabilize the city, or just accentuate something they already own.

  In the link you can see one of the many possibilities of flash mob. The Symphony Orchestra performs a Spanish city Ravel's Bolero. Completes execution, ending collective meeting, but the effect was the creation of an aesthetic feeling shared by actors and spectators.

https://www.youtube.com/watch?v=IsF53JpBMlk

The Flash mob Creativity as Metaphor and its relationship with the Planning

Planning activities should not be viewed as a rigid processes and, in which the executive sets the goal, decides that people and resources is achieved, decides how, procedures, processes and orders the execution structure.

Creativity is important even if the task or goal is concrete and uncreative. To ensure that staff participates in an efficient, fully and in a coordinated way creativity is needed. What should be done? Who is involved? What resources are available? In what order the activities take place? To achieve efficiency, effectiveness and efficiency much creativity is needed.

The flash mobs, seemingly spontaneous are based on a creative plan, in a script, like all plans, have a structure that reveals creativity. For example, to perform flash mob suggested in Reference 2, Find your move (2014) with the theme of dance listed the following activities:

1) Identify the place. A place where many people pass and where there is room for development of the activity is suggested.
                    
2) Choose the type of music. Knowing which is popular music in the country; sometimes required to discuss and reach consensus among the creators of the theme.

3) Creating the choreography. The success of the flash mob depends on originality, vitality and attractiveness; for alleged copying or plagiarism of events held elsewhere is prohibited. An important condition is to find who can create the choreography and the dancers who will be needed to achieve consistency and quality of the event.

The search for a person to create the choreography does not exclude the possibility that those who have the idea of ​​the flash mob take care of this and other activities, which is displayed is the possibility of increasing the quality, originality and options when engaged more people multiplied by synergy potential flash mob.

4) Decide the number of participants and what makes each; while the leader of the flash mob, should be chosen carefully. He may be one who besides being a virtuoso dancer, well known choreography.

5) Details. Costumes, site characteristics (amplitude, restrictions, permits authorities, security), promotional items (posters, ads in media network), promotional material, equipment should be noted.



We can draw a parallel between the flash mob and planning, as shown in Table

                           Table 1 Analogy between Planning and flash mob

Planning	Flash mob
Area of ​​influence of the plan	Site identification
Project type (is assumed previous assessment)	Choose type of music (the best alternatives evaluated)
Plan development. Stages and processes. Trained staff involved in the planning process	Creating choreography (originality, liveliness, attractiveness)
Determining people involved, leader election	Number of participants, flash mob leader election
Details (Resources, media, limitations, contingency plans)	Details (restrictions, permits, promotion, equipment)

Source: Own Creation. Carlos Rivas R., October 2014

Why not consider planning activities as part of a script in which players are expected to perform their role to perfection, without apparently nobody forces or controls? That would be the magic of a well-crafted and creative plan designed and directed by a planner and creative leader.

In the development of Flash mob can be seen that the actions flow without interruption, each participant takes his place and executes its task without delays or errors, the planned script stick to it. At the end, the group "spontaneous" disappears; no order, no correction, no further interaction was observed. Maybe, just something that does not look, smile and satisfaction of the organizers of the flash mob, who experienced the feeling of success and triumph for achieving a successful social approach.

In an organization, regardless of size or sector, it is expected that the operational or tactical plan developed by an executive are developed to perfection in the expected time, with the right staff and strictly using disposable resources; while they have achieved the goals or objectives. If everything ran with the fluidity of the flash mob, we can say that the executive who developed the plan, in addition to the conditions shown in the planning is a leader, because it achieves the full, conscious, and total commitment of all to those who corresponds.

In real life, some actors (employees of the organization) may express disagreement, tune or out of tune with the team, blocking actions, sabotage, preventing the full respect of the plan. To detect and exclude them or change their minds, it would be much better; creativity and deployment of negotiation and leadership skills are also required.

  It is therefore advisable that managers as part of the formal management training, learn to develop a flash mob, without having to take to the streets, may be within the physical environment of the company; what matters is learning to develop creativity, the ability to find relationships between different activities, to find the right activity for each actor, the sequence, and especially prior learning to good performance.

During the development of the flash mob, participants receive no instructions, no one is questioned by mistakes because everything is done right one, no one is treated in a special way because everyone is equal and everyone assumes and fulfills its role. Why should not learn from these activities?

If the executive does develop a flash mob on the street, in public space, much better, because in addition to creativity, he is showing courage and ability to act in various scenarios. An organizational flash mob in public space could lean on topics that relate to the products or services offered by the company.

Strategic plans may not strictly be regarded as analogous to the flash mob because they involve longer and complex activities that overlap or develop gradually, but nevertheless also require creativity in design and execution.

The link is provided to appreciate another flash mob, a popular Greek dance.
https://www.youtube.com/watch?v=1U2bdXZzel0

Conclusions

The flash mob, apparently spontaneous encounter and interaction of people in a public space, are possible thanks to the support that enable technology in social networks.

The flash mob, plus creativity, involves a planning process that can be compared with the business planning.

It is advisable that managers understand the characteristics of the flash mob, to apply then more relevant characteristics to specific situations in the organization.

References

Alzamora, Geane; Alencar, Renara (2009) FLASHMOB: REFLEXÕES PRELIMINARES

SOBRE UMA EXPERIÊNCIA DE REDE. V ENECULT - Encontro de Estudos Multidisciplinares em Cultura 27 a 29 de maio de 2009, Faculdade de Comunicação/UFBa, Salvador-Bahia-Brasil.

 

Cobo Romaní, Cristóbal  (2006) LAS MULTITUDES INTELIGENTES DE LA ERA DIGITAL. Revista Digital Universitaria, 10 de junio 2006 • Volumen 7 Número 6 • ISSN: 1067-6079

 

NOW WE MOVE FLASH MOB 2014 .  SET  THE BASIS FOR A SUCCESSFUL MOVE WEEK 2014 BY ORGANISING YOUR OWN NOWWEMOVE FLASH MOB, disponible en  http://www.moveweek.eu

Leadership and metaphors

Leadership and the use of metaphors in organizational management

1. Background

Imagine a situation in which the CEO, a senior executive or head of a company wants to capture the attention and commitment of its staff to achieve corporate goals. A conventional chief appeal to the responsibility, the need to fulfill the duties, including direct or indirect threats, using known and repetitive speeches; a leader in a nutshell, using a metaphor, just carefully chosen words and images and will transmit the message in the minds of listeners a topic on which they, consciously or unconsciously, reflect and respond adequately. The first, direct speech can accomplish little, just boredom, greater strength and less commitment when he does what he preaches or proposed; the second with a metaphor, short, strong personal conviction and exemplary conduct, can secure the support and commitment.

1.    The methaphor

The metaphor (the Metaphora Latin, and this in turn taken from the Greek μεταφορά; actual "transfer", "offset"; derivative metapheró "I transport") is the displacement of meaning between two terms with an aesthetic purpose. It is located in the Poetics and the Rhetoric of Aristotle. The term English French term metaphor is derived from S XVI métaphore, which in turn comes from the Latin metaphora, "and it's μεταφορά (Metaphora)," transfer "from μεταφέρω (metapherō)," transfer "," transfer "and of μετά (meta), "between" + φέρω (phero), "transport" In literature, it is considered as a trope, semantic figure consisting of the combination of terms that allows the description of something with a resemblance by analogy (Ref 1)

A metaphor is a figure of speech that describes a topic (subject or object) stating that according to a point of comparison is the same as another seemingly unrelated. It is a figure of speech that compares two different things without using the words "is like" or "looks", so it should not be confused with a simile using these words. The metaphor is a type of analogy and is associated with other figures of speech that achieve their effects via association, resemblance, comparison including allegory, hyperbole and simile to. (Ref. 2)

In English literature, an excellent example of metaphor is a work of Shakespeare monologue in As You Like It:

All the world's a stage,
And all the men and women Merely Players;
They have Their Exits and Their entrances;
-William Shakespeare, As You Like It, (Ref 2)

This quote contains a metaphor for the world is not literally a stage, but Shakespeare figuratively stating that the world is, describe how the world works and human life in it.

The metaphors and parables are an essential feature; are easily understood and easily captured even by the most reluctant to understand abstract concepts. An abstract concept of ethics, loyalty, duty usually transmitted by the head ends in soliloquy, when people whom he addresses are not professional or intellectual who has the height; a parable metaphor by a leader is accepted by the simplicity of the language and the high degree of understanding and acceptance.

For 2000 years the scattered parables in the Gospels have guided many people, and it is possible that the reflection from them has changed lives and redirected behaviors served for religious or moral leaders guide and guide their people.

Metaphors, parables and other intellectual and figurative creations can serve leaders to present ideas, to invoke the assistance of its staff, in times of crisis or boom, to modify behavior. In this regard it is pertinent to ask, why metaphors work?

In Ref. 3, it is noted that there is no way to test whether early humans used metaphors because there are no records, but certainly the metaphor was a powerful element of aboriginal cultures that did not use writing and that allowed them to be stable for a long time . Therefore, it is reasonable to argue that metaphors were an important part of the culture for a long time, maybe long before that same language. So it could even be suggested that the "compressibility of metaphors is inscribed in the genes" is instinctive.

3. Metaphor and business

Outside the context of primitive peoples for which the metaphor was a vital means of communication; subsequently used in villages with writing to convey or communicate complex ideas in literature and as a means of social class differentiation.

A different use of metaphor began between 1940 and 1950, when people like Alex Osborn (the creator of 'brainstorming'), WJJ Gordon and George Prince (creators of creativity approach called 'Synectics') adopted a business standpoint. Osborn, impressed by the significant increase in the productivity of American industry, motivated by the "war effort" 1939-45 (a concept of innovation that 30 years later would lead to the 'Japanese industrial revolution' of 1980). These pioneers of the novel "practical creativity" wanted to help people and organizations to be more imaginative, so the analogy and metaphors began to be used as instruments commercially valuable, not only as literary devices or explanations of psychological processes mysteries. (Ref. 3)

Prince George (1970) in one of his books says:

In 1951, as a result of becoming familiar newly With the work of Jung and Freud and Malthus With the principles of psychoanalysis, I convinced That Became imagination and the creation of ideas, Could be stimulated by the proper use of repressed thoughts. An executive in an advertising and marketing company, I Began experimenting with psychologists and creative people on everyday problems to find out if and how new ideas, Could be so generated.

Following these ideas and requirements of development, cognitive scientists are convinced that the approach of metaphors and analogies is one of the foundation of thought, rather than just the "surface decoration of a cake."

In this regard, Douglas Hofstadter, in 2001, stated:

Reasoning ... and problem-solving have (At least I dearly hope!) Been at long last Recognised as lying far indeed from the core of human thought. If analogy Were Merely a special variety of Something That in itself lies on the peripheries way out, then it would be an itty-bitty but blip in the broad blue sky of cognition. To me, however I, analogy is anything but an itty blip - rather, it's the very blue sky That fills the whole of cognition - analogy is everything, or very nearly so, in my view. (Ref. 3)
This idea is very far from Samuel Parker, John Locke, Adam Smith; although, of course, this does not mean that we can not solve problems with reasoned argument or so that they considered valuable. In fact, we can and we do regularly.
Rather, it means that special skills are acquired, like a gymnast or a dancer learning to perform spectacular stunts or steps in the parallel bars or on the dance floor, so that seems to be light as a feather.

These are amazing human achievements. Similarly, when an executive and leader practices mental gymnastics, learn and practice when using metaphors, you are ready for true connection with their partners, and also for rational discussions when necessary.

A famous metaphor related to the commitment of a people is the promise and challenge of Winston Churchill to the British people by invoking the full participation in the war against the Nazis. "Blood, sweat and tears" was the metaphor of the supreme sacrifice of the people

Conclusions

Metaphors are effective and useful tools to convey ideas, concepts simple or complex, even reluctant minds.

The creation or strengthening recurrence metaphors allow creativity of the leader or executive, as they can come to real life situations, with greater ability to deal with a problem from different angles.

The messages, invocations, staff effort demands are summarized and graphically, and are always accessible.

The greatest achievements in organizational human activity in the social, economic and political have been preceded or accompanied by metaphors that invoke the participation and commitment.

References

Metáfora

Tomado el 20/07/2014 de : FUENTE:  http://es.wikipedi.or/wiki/metafora

Metaphor

Tomado el 20/07/2014 de : FUENTE: http://en.wikipedi.or/wiki/metaphor

Methapor (2004) The Open University, UK; 2004

Tomado el 20/07/2014 de : FUENTE: http://tscp.open.ac.uk/t185/html/resources/r2history.html