Ariadna Manent González

  The Third Sector and the Administration share the mission of working for the common good, contributing to welfare and social transformation both through the provision of services and the production of public policies. In a moment where the common denominator of problems and challenges is their complexity, it might make sense to think that both share the challenge of moving towards organizational models that facilitate responses to new realities and social needs. As Quim Brugué points out: “Today, it is not as simple as it used to be to find a professional for every problem. (...) In situations of complexity, there is an overproduction of routines that can end up saturating the organization. On the other hand, evolution and innovation become more difficult.” Brief Evolution of Organizational Models in Public Administration and the Third Sector In the realm of Public Administration, a theoretical framework of how organizational models have evolved and where they are headed co...

  Original article published in catalan on 08/14/2024 Most organizations in the 21st century rely on the knowledge of the people who make them up, so one of the main challenges will be knowledge management. However, knowledge management should not be approached merely from a "classic" perspective—where one or a few people define training and development plans for employees—but from a more comprehensive and holistic view of organizations. People close to me have likely heard me refer to a quote by Steve Jobs: “It doesn’t make sense to hire smart people and then tell them what to do.” Therefore, one of the challenges organizations face is how to design and implement organizational models that encourage the contribution of knowledge from employees. These models must also be flexible enough to facilitate the emergence or construction of the most relevant knowledge at any given moment. A more comprehensive and holistic view of organizations involves seeing them as complex sy...

  Original article published in catalan on 07/14/2024 The way an organization is structured and governed is not neutral in achieving what we aim to accomplish, which is why it is important to dedicate effort to thinking about and designing the model we want to guide the organization, project, or ecosystem we work in. At the same time, it is crucial to keep the mission and the purpose of what we are doing in mind. If this is not the case, we risk losing focus on why we are redefining organizational models, both in terms of their structures and their dynamics. This is why I believe it is important to define in a participatory way the purpose of an organizational change: What do we aim to achieve? What is the point of redefining the structure? The dynamics? Afterward, try to specify how, when, and who will work on the change. The “why” should guide and orient the path of transformation. It is like keeping the North Star in sight if we have decided to head north. However, the how, when...

  Original article published in catalan on 06/01/2024 A few weeks ago, I was asked to explain what leadership means to me. To do so, I turned to influential authors who have spent many years studying and writing about the subject, complementing their insights with my own perspective. Leadership is a vast concept, and I thought the best way to address it was by drawing from well-known experts in the field. However, upon further reflection, I believe that leadership does not have a single perspective and is likely nourished by a multitude of ways to see, live, and experience it. It encompasses diverse forms and styles, and also varies from the angle of moments when one is expected to lead and the angle of witnessing someone else in action. Therefore, I will continue to contribute some thoughts on what leadership is or should be in organizations today, specifically in those that aim to value and incorporate the voices of their employees into their strategies. What is Leading? ...

Original article published in catalan on 02/24/24 What is the  strategy  an organization? We could define it as the plan that an organization decides to follow over a set period. It is the direction, the map that allows us to look beyond and set long-term goals. Therefore, developing a strategy is highly recommended for any organization aiming to fulfill its mission effectively. The mission is the reason for existence, the reason why organizations are established, and it usually remains stable over time, or at least for several years. In contrast, the strategy is set for a much shorter term, typically between three and five years. Not all organizations question and reevaluate their strategy. I would venture to say that organizations that do not engage in periodic strategic reflection processes can be explained by two main reasons: Organizations in delicate or critical economic situations that focus all their energy and efforts on reversing this situation. Organizations...

  Original article published in catalan on 12/31/2023 Today, the last day of the year, we often review what the year has been like and also think about and project how we would like the new year starting tomorrow to be. This projection would be like a vision (short term, one year) of our wishes, challenges, dreams, and hopes. It is an individual vision if we formulate it ourselves, or shared if it is formulated by others: family, friends, colleagues... So, to close the year and think about the next one, I thought it might be a good time to share some interesting ideas about shared vision in organizations as presented by Peter Senge (2005) in his book The Fifth Discipline: The Art and Practice of the Learning Organization . These are: “Personal visions are images we carry in our heads and hearts, while shared vision consists of images that people in an organization hold that reinforce the sense of a common bond. A vision is not shared unless it connects...