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Delta Human investigates the connections1 between people2 in order to aid with interventions that dynamize and transform groups. What is it that allows us to move forward3, to not settle for what we already know? Why are there issues that are so commonplace that they negatively impact the sustainability of a project?
Study of work and its impact on human processes.
Analysis of group dynamics from clinical, social and organisational approaches.
Promotion of an ethic that facilitates sustainable organisational development.
We approach this vast field through five interventions4. Through these, we help to structure and find new approaches in the way groups are organised.
Our advice is not based on universal programs or step-by-step guides, but on the search for solutions related to a specific context.
Humans are a product of their circumstances, both in terms of the context and the choices of each individual. And, as a combination of these, the unique and unrepeatable emerges. Out of this understanding comes our approach to undertaking each assessment. Evaluating the skills of a professional, guided by a specific manual, should not be an end in itself; the quantitative should not replace the qualitative, nor should labels replace ethics in decision-making.
"It is common for the obvious to go unnoticed, precisely because it is obvious"
Jacques Lacan It is necessary to properly consider the adequacy of a professional before he/she joins an organisation. This decision should be the result of analysis, of an elaboration process. Such analysis requires inquiry into the individual without losing sight of the project or the organisational culture that first triggered the requirement for the analysis. What guides our assessments is the fact this advice is based on ethics, on knowing what goes in to the assessment for both parties and the actions that should then be taken.
A career analysis is an important time for both a professional and the organisation. And this is so for several reasons.
First of all, because the organisation redefines the strategy and looks for professionals within the organisation who can take this on.
Secondly, this analysis attempts to align people with the strategy itself.
And thirdly, because by analysing careers – organisations, in relation to the new strategy, progress is achieved, animating key stakeholders and turning the new scenario into a reality.
"Learn from the past but realise it is no longer the key to the future" Becoming a leader takes time. And internal and external obstacles appear that can either help one advance, in the best of cases, or contribute to the repeating of a behavioural model that in certain contexts is no longer appropriate.
Many of the future leaders are prepared so that they can, imperatively and in quick succession, help the organisation to grow. Our management development proposal is not so much about the "extraordinary" outcome, but focuses on the conditions that must be met to enable professionals to achieve sustained and sustainable career growth over time.
Our interventions in Social Psychology are aimed at the WHOLE organisation. A vision of these characteristics implies knowing the foundation and dynamics of the functioning of the system.
"There is no perspective without distance" Studying the organisational culture and its processes is, in fact, only the first step, which acts like a wide-angled picture that makes it possible to get a sweeping sense of their human, technological and strategic processes. Our study then would capture a wide-angle and sweeping image of the organisation.
Determining the organisational culture and its processes involves analysing their internal communications and studying the attitudes, beliefs and motivations of the group. At the end of the study, we present our conclusions and recommendations that will make it possible to put interventions in place wherever and whenever necessary.
"Change is born out of action"It is possible to change with specific interventions, a consequence of previous cultural study. We understand this study as a first intervention that allows us to formulate hypotheses about what is happening in the organisation.
Our interventions, focused on organisational change, are based on approaches linked together by the principle of complementarity. Depending on the design and objectives of the intervention, one approach will have more prevalence than another.
Focused on the task
To enable new roles and gain a greater vision in relation to a project.
Focused on the relationship.
Develop possible resistance to the change to become more productive as a team.
Focused on a subject.
Address organisational issues taking into account the diverse perspectives of professionals of the organisation.