HermanoRoberto
Thiry
janeiro
/
fevereiro
de
20089 – R e v i s t a d a E S P M
117
TheFellipelliCompany– inpartnershipwith
theCPP Inc (in theUSA) andOPPLtd (in
Europe) studiedhowconflicts startedand
developed in theworkplace.Conflictwas
considered tobeanynoticeablemanifesta-
tionofdisagreement, and somedegreeof
misunderstandingmayhaveoccurredduring
observation,due todiversebehaviorsand
attitudes. Five thousandworkers in9countries
were selected.The survey tried todetermine:
the relationshipbetweenconflict and local
culture,possible reactions, short and
long-term impacts (on individualsand in the
organization) andpossiblecorrelation
betweenpositiveandneativedata
related toconflicts.
Leadershiptocreate
andmanageknowledge
J
oana
C
astello
B
ranco
pág. 48
Knowledge, in itsvarious shapesand
meanings,hasbecomeacritical factor to
explain thecompetitivecapabilityof a
company.Today’scorporationcannot rely
solelyon the strengthof itsphysical resources
toobtain long-termcompetitiveadvantages.
But itsdisposition for learningand toundergo
frequent changesareanecessarydiferential,
withmany implications for its leaders
and theirprofessional roles.
It is, therefore, amajorcondition that – inany
givenorganization– leadershipbeattributed
topersonscapableof agreatdealof learning
and innovation skills, aswell as theability
todevelop, stimulateandgeneratenew
knowledge for their teams, andalsoassuming
the responsibility for theeventual changes
ofbehavior in thedirectionof theneeded
commitmentwith thecorporatevision,
organizationandculture.
Values:thebasisfor
morally-integrated
leadership
F
átima
M
otta
pág. 54
Thearticleproposes that the reader takesa
longviewabout the importanceof values for
thecompany, itsmanagersandemployees
–emphasizing the lackof effectivenessof time
worn symbols, like the framedStatementof
Missionat theofficeentrance. It goeson to
show the roleof engaged leadership to
demonstrate that suchvaluesare indeedpre-
sent incorporateactivities, and that thewhole
processmustbeassessedbyall ina simple
andcoherentmanner.
InterculturalManagement:
corporatehumanism
revisited
A
ndréa
S
ebben
pág. 72
Thisarticledealswith thecrisisof values
undergonebymodern society.A timeof crisis,
however, isalsoamoment to rethinkand to
redo. In theareasof interculturalmanagement
and intercultural skills,whichhave recently
acquiredmore relevance in thebusinessworld
ingeneral,whenwe lookat itmoreclosely,
wemaybeable todiscoveran invitation toa
higherdegreeofhumanisationof relationships
–whichmaybe localor international,but
certainly intercultural.
Leaders inthefield:
soccer,relationship
andsolidarity
D
écio
C
lemente
pág. 76
Events todevelop relationshipwithin the
organizationarenotnew.
However, someof them–at least – tend
tobemonotonous, evendownrightboring,
with the same typeofpresentations that
elicit littleorno response. Leaders in thefield
is somethingdifferent. Itbringsexecutives
together toplay soccer, aBrazilianpassion,
in someof thebest-known stadiums–where
theymay takealong their families, thus
developing relationships inahighlyamusing
environment.DecioClemente isan
advertisingprofessionalwhodeveloped this
novel typeofbusinessmeeting, anddescribes
– in thisarticle–how it enters the7thyearof
success,with faithful and satisfiedpatrons.He
tells the readerabout the stimulatingclimate
which is created,when topexecutivesplay
togetherwith famousBrazilianplayersof the
past (someofwhomhaveperformed inWorld
Cups), sing together thenational anthem, and
–after thegame isover- take their showers
together, in the same sportsenvironment
whichwasonce thearenausedby
Peléandhis friends.
Valuenetworkfor
thebusiness intelligence
D
aniela
R
amos
T
eixeira
pág. 80
With theobjective that companiesmay
attain theirobjectivesandbevictorious in
thedailybattlefields, theauthorproposes
thedevelopmentof avaluenetwork for the
business intelligence,basedon fourpoints:
market/competition,products/services, clients
andpartnerships.Thisvaluenetwork for the
business intelligence isanetworkof thebest
practices inmarketingand sales,which
becamepossiblewith the recentdevelopment,
in thebattlefield,ofweb2.0. In thehighly
competitiveworldofbusiness, guerilla tactics
areaviableand succes-ful alternative.And
someof the tools–orweapons–whichmay
beused towinare: fast responses tomarket
demands, strategicpartnerships, increasedkno-
wledgeabout clients, investments innon-con-
ventionalmedia, andotheractionsmeant to
surpriseboth theclientsand thecompetition.
Thedeductive
impietyofMr.Thiry
H
ermano
R
oberto
T
hiry
-C
herques
pág. 102
It isa sharedexperience–by thosewhohave
tried it – that theprocessof thinkingmabe
painful.Organized thinking isnotonly
painful,but tiresome, aswell.Theprocess
of formaldeduction isparticularly irritating
because it tends to runcounter to intuition.
Wemaybelieve thatweare thinkingcorrectly,
but, in fact,we incur inerrors, foolishness
anddeviations.Theprofessionalpositioning,
strategiesandassessmentswhichweadopt
may seem tobewell founded,but in fact
arenot.Wemay thinkofdoinggoodand
endupdoingevil. In thisarticle, theauthor
discusses thedangersposedby themethodof
inferences, in the lightof the lifeandworksof
oneof thegreatestpolemicdeductivistswho
ever lived. Someexistential alternativesare
exposed, aswell as the intellectual choicesof
a ratherdecenthumanbeingwho,by rigorous
exactitude–andacertaindegreeof impiety
–deducted the inexistenceofGod.Of an
agitatorwhoalways tried toappease the
humorsof friendsand foes;of a scientistwho
didnot leaveanydoubtsaboutwhathe thou-
ght andmadea lifetime taskof showing that
it isanabsolutelynecessity todoubt –always.
Or,maybe,not.
janeiro
/
f vereiro
de
2 0
i
ES
PM
