Diario Judío México - Carlos Valdesuso is a Principal Adizes Associate with extensive international experience in information technology, organizational structure and business strategy for a variety of companies in banking, insurance and service industries. He has worked with Adizes since 1975. Furthermore, he has been the President of SCI, a software and consulting firm, and President of Teledata, an information services company, both in Brazil. He works, teaches, and consults in English, Spanish and Portuguese. He recently wrote the following article for the Adizes Graduate School:


The purpose of this paper is to understand what Wisdom means, why we need it and how it can be developed and enacted within organizations. To better define the different issues, I introduce the Epistemological Pyramid which differentiates four levels of knowledge: Data, Information, Knowledge and Wisdom.

As a second basic concept, I discuss Schumacher’s notion of Divergent Problems. I take the position that all organizational issues are Divergent Problems and, consequently, require Wisdom to be solved or integrated.

As my central argument, I focus on the essence of Wisdom and reach two key conclusions: First, that while knowledge is intrinsically related to action, Wisdom is intrinsically related to options; and second, that the essence of Wisdom is to integrate divergent problems arising from the nature of human life.

Finally, I forecast the future of Wisdom as essential for human meaning and survival. To view the entire article please go to: http://www.adizes.com/articles/cval-where-wisdom.pdf

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Isaac Calderon Adizes (born Ichak Kalderon Adizes) - one of the experts in the field of improving business management and government activity efficiency through fundamental changes, which do not produce confusion and destructive conflicts that impede change.

Over the past 35 years, Dr. Isaac Calderon Adizes has worked with many commercial organizations of the world; he was a Political Adviser to the Government of the heads of many states. Adizes is the founder and CEO of the Adizes Institute, an organization specializing in change management, which has affiliates in the U.S. and in 14 other countries. For thirty years he has been a staff teacher of the Anderson School of Management at the University of California in Los Angeles and worked as a visiting professor at Stanford and Columbia universities, as well as at the Jewish University in Jerusalem and Tel Aviv University. Dr. Adizes has a Ph.D and MBA from Columbia University, Bachelor of Arts from the Jewish University in Jerusalem.

He currently holds the post of Director of the Adizes Institute. It is also found among well-known authors and reads lectures in more than 40 countries. Adizes’s works have been highlighted in such magazines as «Fortune», «New York Times», «London Financial Times». He maintains close ties with investors «Daily Nationís Business» and «World Digest».

He is the author of seven books, translated into 22 languages. His book, "Corporate processes: how organizations grow and die and what to do about it?" is considered a classic textbook in management theory, and was chosen as one of the 10 best business books by «Library Journal». In the ranking of the “100 best consultants in the field of leadership "by the «Executive Excellence» edition (2008-2009) Adizes takes 28-th place.

Adizes is known for his theory of life cycles of companies, as well as for his approach to the typology of managers. According to him, the ideal leader - a super-boss, who can do everything, just does not exist. In his opinion this is impossible because such an "ideal" person should combine incongruous qualities. These qualities are necessary and sufficient to meet business goals. Here is what he wrote in the book "Ideal Leader": ... the ultimate goal of management is to make the organization productive and efficient in the short and long term - no more and no less. If we ensure the productivity and efficiency in the short and long term, this would be enough for the wealth and success of any organizational structure, whether it is a marital union, the government, a multinational corporation or a bakery.

Adizes names four qualities that are needed to achieve short-and long-term productivity and efficiency: the manufacturer of the results (P, producer), administrator (A, administrator), entrepreneur (E, entrepreneur) and integrator (I, Integrator). By the initials of these four English words this model of types of leaders forms the acronym PAEI. These qualities are contradictory, since a good producer will be intolerant to the unnecessary procedures and order, which administrator normally tends to. And the entrepreneur will always invent something new that might create obstacles for the producer and integrator who is focused on the harmonization of the relationships within a team. Thus, at the head of the company should not be a super-boss, but a group of super-bosses and each one of them should perfectly fulfill one of the four roles, and at a decent level has an idea about the others.

Adizes method is used worldwide in companies with sales between $ 2 million to $ 2 billion ("Coca-Cola, “Bank of America», «Volvo», «Visa Group», etc.)

Born: October 22, 1937 in Skopje, Yugoslavia
1959-61 Israeli army sergeant. Instructor of the school of youth leadership.
1961-62 Bank of Israel, at the Department of Transport Study.
1965-67 Columbia University. Research Assistant

1966 Columbia University, Graduate School of Business, Assistant Director.
1959-67 Musician
1967 - Consultant to the regional leaders and prime ministers of different countries.
1975-79 President of the Institute of Diagnostic Management and organizational studies.
1979 - President of the Adizes Institute
1994 - Dean of the Adizes School of study of changes and leadership.

Bachelor of Arts: 1963, Jewish University, Israel
MBA: 1967, Columbia University, USA
Ph.D. 1968, Columbia University, USA