We are screenwriters of events. We explain the phenomena of reality to contain the emotional impact it generates in our daily events. In this script, we distribute the characters, put words to our emotions, explain the uncertainty we feel and describe the consequences of the event in our life. We are the writers of a script based on which we make decisions because we believe in it. Have you ever stopped to think what script you're writing about the events around you?
What you see around you depends on your emotions. These emotions influence the design of your daily landscape. We approach new realities based on references from the past. What do you find in the context around you? Many times in our personal lives, we assume, with profound certainty, a particular perception of reality and defend it vehemently. However, we do not realize that perception is only one picture which has specific colors depending on our emotional framework.
In a world fascinated by technological development, I have proposed to explore the emotional development of organizations and a new perspective of approach to generate better performance conditions. Why? Even with a strong technological and financial support, performance suffers due to the state of emotions of people. Technological progress gives us great potential for development. But at the same time, it can turn into a large entertainment that excuses us to address these new conditions.
The economic cycles become increasingly shorter, in relation to other decades, with profound consequences on the transformation of economic sectors. This means that, for example, small movements, can be amplified by the level of interdependence, that transform lifestyles, production systems, technologies, political structures, etc. To face this new competitive place, it is necessary to work on five dimensions that allow a company to keep a competitive participation under these conditions.
The instability of the systems could generate three levels of impact for a company: in the cycle value of products; on the business model; and finally could impact on the strategic direction. In the three cases, it is important to consider an attitude of exploration. We need to be warning to emerging situations that appear in the landscape; because the possibilities do not necessarily mean positive conditions.