Reinventando una organización de salud pública / Reinventing a public health organization

Las organizaciones más avanzadas son descentralizadas, colaborativas y adaptativas. Esto les proporciona una capacidad de gestión de las situaciones complejas. A estas organizaciones, Laloux las llama Teal. El objetivo de este manuscrito es describir el proceso de implementación del modelo de gestión Teal en la Agència de Salut Pública de Barcelona (ASPB). Existe una triple oportunidad para innovar en la ASPB: el cambio político hacia un gobierno progresista, la organización está en un momento de renovación masiva de su personal con un cambio generacional que facilita la comprensión del modelo Laloux, y las personas directivas tienen un bagaje técnico con una larga trayectoria en la organización, lo que las hace conocedoras de las capacidades de esta. El proceso se pone en marcha empezando con la implicación de un grupo reducido de personas (Grupo Llavor) para después ser ampliado (Grupo Planter). Además de discutir las bases del modelo Laloux, se forman seis grupos de trabajo (Cómo organizar reuniones más eficaces, Espacios físicos, Espacios de reflexión/confianza, Banco del tiempo, Jornada anual del personal de la ASPB y Espacio para escuchar la voz de las personas trabajadoras de la ASPB) y se organizan talleres informativos dirigidos a toda la organización, en los que participan 67 personas. En total, unas 120 personas de la organización han participado en actividades del Grupo Planter. El éxito de las primeras iniciativas deberá servir para que los valores y principios cultivados vayan traspasando las fronteras de los proyectos para convertirse en un estilo generalizado de gestión. (AU)

The most advanced organizations are decentralized, collaborative and adaptive. This gives them the ability to manage complex situations. Laloux calls these organizations Teal. The aim of this manuscript is to describe the process of implementation of the Teal management model in the Agència de Salut Pública de Barcelona (ASPB). There is a triple opportunity for innovation at the ASPB: political change towards a progressive government, the organisation is in a moment of massive renewal of its staff and there is a generational change that facilitates understanding the Laloux model, and the managers have a technical background with a long history in the organisation, which makes them aware of the organisation's capabilities. The process starts with the involvement of a small group of people (Llavor group) and it is then expanded (Planter group). As well as discussing the bases of the Laloux model, six working groups are formed (How to organise more effective meetings, Physical spaces, Spaces for reflection/trust, Time bank, Annual ASPB staff day, and Space for listening to the voice of ASPB workers) and informative workshops are organised for the whole organisation in which 67 people participated. In total, some 120 people from the organisation have participated in Planter group activities. The success of the first initiatives should help to ensure that the values and principles cultivated go beyond the frontiers of the projects to become a generalised style of management. (AU)

[Reinventing a public health organization]. / Reinventando una organización de salud pública.

The most advanced organizations are decentralized, collaborative and adaptive. This gives them the ability to manage complex situations. Laloux calls these organizations Teal. The aim of this manuscript is to describe the process of implementation of the Teal management model in the Agència de Salut Pública de Barcelona (ASPB). There is a triple opportunity for innovation at the ASPB: political change towards a progressive government, the organisation is in a moment of massive renewal of its staff and there is a generational change that facilitates understanding the Laloux model, and the managers have a technical background with a long history in the organisation, which makes them aware of the organisation's capabilities. The process starts with the involvement of a small group of people (Llavor group) and it is then expanded (Planter group). As well as discussing the bases of the Laloux model, six working groups are formed (How to organise more effective meetings, Physical spaces, Spaces for reflection / trust, Time bank, Annual ASPB staff day, and Space for listening to the voice of ASPB workers) and informative workshops are organised for the whole organisation in which 67 people participated. In total, some 120 people from the organisation have participated in Planter group activities. The success of the first initiatives should help to ensure that the values and principles cultivated go beyond the frontiers of the projects to become a generalised style of management.