Filosofía y Cultura ¿por qué las confundimos?
No es poco común que quienes se refieren a los términos Cultura y Filosofía organizacionales, los terminen confundiendo. Al fin y al cabo, ambos hacen parte de la identidad y la imagen mismas de la organización.
Humanizando a la organización, podríamos pensar en un candidato en un proceso de selección: su Filosofía sería su trayectoria y su proyección desde la razón; es decir, algo así, como su hoja de vida; sobre la que tiene control y debería dominar, conociendo sus fortalezas y oportunidades de mejora; mientras que su Cultura, sería aquella construcción de la que no es muy consciente, sus gestos, tono de voz, la construcción de su discurso y el lenguaje no verbal que utiliza en sus intervenciones.
Quién mejor define las diferencias de estos términos es Paul Capriotti, quién en el libro Planificación Estratégica de la Imagen Corporativa (1999); dilucida las diferencias de estos términos:
Filosofía Corporativa
“Podemos definir la Filosofía Corporativa como la concepción global de la organización establecida para alcanzar las metas y objetivos de la compañía. Es, en cierto modo, los «principios básicos» por medio de los cuales la entidad logrará sus objetivos finales: las creencias, valores y pautas de conducta que debería poner en práctica para llegar a cumplir las metas fijadas. Por ello, podemos decir que la Filosofía Corporativa representa «lo que la empresa quiere ser»”, define Capriotti.
Quien agrega que la esta, normalmente se define por parte del fundador de la empresa; aunque en ocasiones muchos de estos aspectos son redefinidos por la gerencia de la misma.
Entonces, la Filosofía Corporativa, es decir, la parte sobre la que los directivos tienen el control total, se puede resumir en el resultado de responder a tres preguntas que son de vital importancia, pero complejas: ¿Quién soy y qué hago? (Misión), ¿cómo lo hago? (Valores) y ¿a dónde quiero llegar? (Visión).
Luego de definidos estos tres aspectos en la Filosofía Corporativa, la organización puede empezar a construir de manera gráfica y simbólica, por ejemplo, por medio de un logo; lo que los diseñadores llaman su identidad gráfica; para los comunicadores, es más un proceso de creación de imagen, pero eso hace parte de un tema quizás para otro post.
Para cerrar el tema de la Filosofía Organizacional, Capriotti indica cuatro características que debe tener esta:
“Ser Comunicable: “(…) Una Filosofía Corporativa se tiene que comunicar de forma fácil, clara y unívoca; por esta razón, se recomienda que las Filosofías Corporativas sean redactadas por escrito (…)”.
“Ser Útil: “(…) Debe servir como guía para formular y lograr los objetivos y metas globales de la compañía”.
“Ser Asumible: la organización debe poder asumir los costos que se desprenderán de su aplicación. Si una entidad se plantea una filosofía corporativa que no puede llegar a asumir, ya que los costes serían excesivos para su realización, esta se vuelve utópica y hace que los esfuerzos se debiliten en pos de cumplirla (…)”.
– “Ser Creíble: si los miembros de la organización no creen en la Filosofía Corporativa, no existe posibilidad alguna de que ella actúe como elemento dinamizador de la entidad (…)”.
Cultura corporativa
La Cultura de la Organización es definida por Capriotti como “el conjunto de normas, valores y pautas de conducta compartidas y no escritas, por las que se rigen los miembros de una organización, y que se reflejan en sus comportamientos”.
Entonces, como bien lo define el autor, mientras la Filosofía de la Organización es “lo que la empresa quiere ser”, la Cultura Corporativa es “aquello que la organización realmente es, en este momento”.
Es decir, la Cultura es el insumo principal para entender realmente a la Organización; desde la comprensión de sus mitos, ritos, costumbres, el manejo de sus tiempos y todo lo referente a las interacciones entre pares y con otros públicos, claro, siempre que estas interacciones estén relacionadas con la Organización y su “forma de ser”.
En efecto, la Cultura marca mucho, por ejemplo en el lenguaje, los canales y los medios que se utilizan para interactuar con cada uno de esos públicos; pero sobre todo, define el tono y la cercanía en que se establecen las relaciones corporativas para con los demás públicos.
Tan cierto es esto, que un mismo empleado del área comercial no utiliza la misma cercanía o lenguaje para con los clientes, si está en dos empresas diferentes: asume que está representando a dos culturas diferentes, de manera no intencional.
Esto no significa que la persona sea absorbida por la organización, sino que su entorno también construye su forma de relacionamiento, y por ser seres sociales, para bien o para mal, aprendemos mucho de nuestro entorno y tenemos la necesidad de ser aceptados y reconocidos por él; y la mejor forma de hacerlo en una organización, es pareciéndonos a ella.
Capriotti, en este punto, asegura que toda organización debe tener en cuenta ciertos aspectos respecto a su Cultura Corporativa, que tienen gran validez:
a. Toda Organización posee una Cultura Corporativa: (…) puede suceder que la Cultura de una compañía no esté lo suficientemente unificada e incluso tenga pautas contradictorias, pero ello no quiere decir que no tenga Cultura Corporativa. Lo que tendrá será una cultura con unos rasgos poco definidos o contradictorios, pero ésa es una forma particular de Cultura Corporativa”.
b. Es una estructura «suprapersonal»: al igual que la cultura de una sociedad, la cultura corporativa está «más allá» de las personas que la asumen, y se establece como un conjunto de pautas por encima de los miembros del grupo. Las pautas de la Cultura Corporativa se han impuesto poco a poco y han sido asumidas por las personas como algo que está fuera de su alcance, y que tienen que aceptar, bajo el riesgo de ser marginados. Este carácter suprapersonal hace que todas las personas de la organización acepten las pautas establecidas «porque son así y están allí», y ello hace que su modificación sea difícil, ya que no está establecida por nadie, pero todos los miembros participan en su construcción y modificación cotidiana (…)”.
c) Es un factor de Integración: todos los miembros de la organización, sean recién llegados o lleven tiempo en ella, deben aceptar y asumir las pautas culturales existentes en la organización. La aceptación y cumplimiento de dichas normas por parte de la persona implica su integración y reconocimiento como “uno más” del grupo, con todas sus consecuencias a nivel de participación, relación y valoración por parte de los demás (…)”.
d) Supone la existencia de «Subculturas»: en una organización existe una “cultura global” con unas pautas genéricas aceptadas por todos sus miembros, pero está claro que no todos los miembros interaccionan entre sí en la organización, sino que el trabajo cotidiano hace que las personas interactúen más con el grupo de individuos más próximos. En esos grupos con una mayor interacción cotidiana se pueden llegar a desarrollar pautas específicas dentro del grupo, es decir, desarrollan una «subcultura corporativa» (…) así, por ejemplo, es normal que cada área funcional de una empresa desarrolle una subcultura corporativa particular, ya que la forma de trabajar en el área de «marketing» puede ser diferente del área de «personal». Así también, en empresas con varias unidades de negocio o con delegaciones nacionales o internacionales, es muy probable que cada una de ellas tenga una subcultura propia, fruto de la interacción específica entre sus miembros (…)”.
Entonces, entender la Cultura de una Organización, es comprender su sistema de creencias, de valores y comportamientos; esta comprensión no siempre es lo que quieren escuchar los directivos; pero a partir de poder determinar las características de la cultura actual, a través de instrumentos de investigación; se pueden realizar actuaciones para que esa Cultura Corporativa actual se parezca a una Cultura Deseada, es decir, a la Cultura Ideal en la que se desarrollaría la Filosofía Corporativa.
Con los términos claros, esperamos poder realizar intervenciones para que las empresas comprendan realmente su Cultura, diseñen adecuadamente su Filosofía; para que así, puedan dedicar su energía a hacer negocios que le brinden prosperidad y abundancia a ese ser vivo, no orgánico, llamado Organización.
Finalmente, como regalo a nuestros suscriptores y visitantes, les presentamos el siguiente enlace, para que descarguen la versión completa de la cuarta edición de Planificación Estratégica de la Imagen Corporativa, de Paul Capriotti, sin lugar a dudas; uno de los principales referentes a nivel mundial de la comunicación corporativa; y quizás, junto a Joan Costa, el principal en español.
[contact-form][contact-field label=’Nombre’ type=’name’ required=’1’/][contact-field label=’Correo’ type=’email’ required=’1’/][contact-field label=’Tema’ type=’text’/][contact-field label=’Comentario’ type=’textarea’ required=’1’/][/contact-form]
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