Professional Documents
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Actividad Ii Espiritu Empresarial
Actividad Ii Espiritu Empresarial
PRESENTADO POR:
1.Traduzca y haga una lectura activa del artículo que se encuentra en el material de estudio
“Lectura Actividad No.2” : “The Best Leaders Allow Themselves to Be Persuaded”. Este
artículo está publicado en la Harvard Business Review (2016) y también lo puede
conseguir en la siguiente dirección web:
https://hbr.org/2016/03/the-best-leaders-allow-themselves-to-be-persuaded
2. Resuma la lectura en media hoja tamaño carta, (use letra arial 12)
DESARROLLO
By Al Pittampalli
The Best Leaders
Allow Themselves to
When we think of great
Be Persuaded leaders, certain
characteristics come to mind: They have
confidence in their abilities and conviction in
their beliefs. They “trust their gut,” “stay the course,” and “prove others wrong.” They aren’t
“pushovers,” and they certainly don’t “flip-flop.” But this archetype is terribly outdated.
Having spent three years studying many of the world’s most successful leaders for my new
book,Persuadable, I’ve learned one surprising thing they have in common: a willingness to
be persuaded.
Alan Mulally, the vaunted CEO who saved Ford Motor Company, is, for example,
exceptionally skeptical of his own opinions. Ray Dalio, one of the world’s most successful
hedge fund managers, insists that his team ruthlessly second-guess his thinking. Christine
Lagarde, managing director of the IMF, seeks out information that might disprove her beliefs
about the world and herself. In our increasingly complex world, these leaders have realized
that the ability to consider emerging evidence and change their minds accordingly provides
extraordinary advantages.
One of the benefits of being persuadable is improved accuracy in forecasting the future.
When University of Pennsylvania professor Philip Tetlock famously conducteda
comprehensive study on this issue, tracking 82,361 predictions from over 284 experts, he
found that accuracy has more to do with how forecasters think than with what they know.
The winners didn’t abide by grand theories of the world, so they were more willing to listen
to new information and adjust their predictions accordingly.
Of course, leaders shouldn’t be persuadable on every issue. At some point, you have to stop
considering new information and opinions, make a decision, and move forward. When time
is scarce or the matter at hand isn’t very consequential, it’s often okay to trust your gut and
independently choose a course based on previous convictions. But for higher-stakes
decisions, it’s important to adopt a more persuadable mindset. How can you do
this, particularly on issues where you are far from objective?
Recall a moment of opacity. Everyone knows what a moment of clarity is: the experience of
finally understanding a situation and knowing just what to do. A moment of opacity is the
opposite: it’s when you can’t see a situation clearly, or when something you were so sure
was right turned out to be wrong. Can you remember such a time? Persuadable leaders make
sure they do. Whenever they’re feeling a little too confident or certain, they remind
themselves about past moments of opacity, which motivates them to seek outside counsel
and consider other points of view even when they don’t feel naturally inclined to do so.
Keep your hand on the dial, not on the gun. There is no better way to edge closer to the truth
than to argue with people who disagree with you. But usually, when we engage in this way,
we focus on defending our positions. It’s as if we’re skeet shooting and our counterparts’
points are the clay targets we’re trying to shoot down. We do this because we’re prone to
black-and-white thinking: positions and decisions are either 100% right or 100% wrong, and
if one can’t be perfectly defended, it must be the latter. But arguments don’t have to be
winner-take-all; in fact, the best ones often end in compromise. So instead of imagining your
hand on a shotgun, envision it turning a dial that represents the confidence you have in your
opinion: all the way to the right means absolute certainty, and all the way to the left signifies
none. When your debating partner makes a good point, turn the dial slightly to the left. When
evidence that supports your position surfaces, turn the dial a bit to the right.
Kill your darlings. Once you’ve opened the door to feedback and debate, you may find that
the evidence is piling up against your previously held view. The next step is to actually be
willing to change your mind. That can be difficult when it comes to beliefs to which we’ve
become attached, whether it’s a new project idea, an opinion on a longtime vendor, or the
assumption that you’re a succinct communicator. Writers know a lot about this fear of letting
go. We have this terrible habit of falling in love with our own work and picking fights with
editors who try to change our words. That’s why writers are advised to “kill their darlings”
before anyone else has a chance to. The same applies to leaders. The quicker you recognize
and acknowledge that an idea (even a beloved one) is unworkable, the quicker you can move
on to the right course of action.
1.TRADUCCION
Alan Mulally, el presunto CEO que salvó a Ford Motor Company, es, por ejemplo,
excepcionalmente escéptico con sus propias opiniones. Ray Dalio, uno de los gerentes de
fondos de cobertura más exitosos del mundo, insiste en que su equipo cuestione sin piedad
su forma de pensar. Christine Lagarde, directora general del FMI, busca información que
pueda refutar sus creencias acerca del mundo y de ella misma. En nuestro mundo cada vez
más complejo, estos líderes se han dado cuenta de que la capacidad de considerar evidencia
emergente y cambiar sus mentes en consecuencia proporciona ventajas extraordinarias.
Uno de los beneficios de ser persuasivo es una mayor precisión en la previsión del futuro.
Cuando el profesor Philip Tetlock de la Universidad de Pensilvania realizó un amplio estudio
sobre este tema, siguiendo 82,361 predicciones de más de 284 expertos, descubrió que la
precisión tiene más que ver con cómo piensan los pronosticadores que con lo que saben. Los
ganadores no cumplieron con las grandes teorías del mundo, por lo que estaban más
dispuestos a escuchar nueva información y ajustar sus predicciones en consecuencia.
Por supuesto, los líderes no deberían ser persuadibles en todos los asuntos. En algún
momento, debe dejar de considerar información y opiniones nuevas, tomar una decisión y
seguir adelante. Cuando el tiempo es escaso o el asunto que nos ocupa no es muy importante,
a menudo está bien confiar en su instinto y elegir de forma independiente un curso basado en
convicciones previas. Pero para decisiones de mayor importancia, es importante adoptar una
mentalidad más persuasiva. ¿Cómo se puede hacer esto, particularmente en temas en los que
está lejos de ser objetivo?
2. Resuma la lectura en media hoja tamaño carta, (use letra arial 12)