기업의 복잡성 관리 의식과 번영을 적용하기

### 젤라그리 CEO 호세 펠릭스: 복잡성을 관리하기 위한 생활 운동학 의식의 구현
* 🧘 호세 펠릭스는 참가자들이 호흡에 집중하고 마음과 연결하며 **평화, 기쁨, 감사의 의도**를 설정하도록 안내하며 실습과 이론 세션을 소개합니다.
* 🏢 호세 펠릭스는 생활 운동학 의식(LKC) 현장 판독 도구에서 도출한 **9가지 원칙**을 공유하고 기업 내 복잡성을 관리하는 데 적용할 수 있는 실제 사례를 소개합니다.
* 🌟 첫 번째 원칙은 **"모든 부분의 더 큰 선이 복잡성을 단순화한다"**는 것으로, 창의적인 해결책을 찾고 직관을 촉진하기 위해 공동의 선과 연결하는 것이 중요하다는 점을 강조합니다.
* 🧠 두 번째 원칙은 "호킨스의 의식 지도를 기반으로 한 의식적 리더십은 복잡성을 단순화한다"고 강조하며, **조직의 권력 계층을 의식 계층과 일치시키면 복잡성을 창의적으로 만들 수 있다**고 제안합니다.
* 💰 세 번째 원칙인 '번영은 프로세스를 단순화한다'에 따라 호세 펠릭스는 **모든 이해관계자의 번영에 집중**하면 자연스럽게 프로세스가 단순화되는 방법을 공유합니다.
* 🎉 네 번째 원칙은 **"열정은 모든 프로세스를 단순하게 만든다"**는 것으로, 호세 펠릭스는 가치, 의식적인 리더십, 공동선을 통해 열정을 키우는 것이 어떻게 운영을 간소화할 수 있는지에 대해 설명합니다.
* 🌈 다섯 번째 원칙은 **"높은 수준의 매력적인 패턴은 프로세스를 단순화"**하여 높은 수준의 개인, 고객, 프로젝트 및 아이디어로 이어진다는 것입니다.
* ⚖ 여섯 번째 원칙은 **"손익분기점은 프로세스를 촉진한다"**는 것으로, 관계와 협상에서 모두에게 이익이 되는 유연한 지점 역할을 합니다.
* 🌿 마지막으로 일곱 번째 원칙은 **'수직적 지원은 프로세스를 단순화한다'**는 것으로, 조직의 에너지 분야와의 연결을 통해 어려움을 해소하고 공동의 창조를 촉진할 수 있다는 점을 강조합니다.
* 🌱 호세 펠릭스는 조직에서 LKC를 구현하는 것은 **개인의 리더십에서 시작하여 점차 팀과 회사 전체로 확장되는 변화의 여정**이라고 설명합니다.

호세 펠릭스는 젤라그리에서 복잡성 관리의 적용을 강조하며 LKC 도구가 어떻게 프로세스를 간소화하고 의식적인 리더십을 키우는지 설명합니다.

Well then, thank you all for coming today to the Conscious Lobby on Complexity Management applied, well in this case, to the company Gelagri. José Félix, who is the CEO of this company, will share his experience in managing complexity and specifically in the application of the kinesiological field reading tool, LKC. Whenever you're ready, José Félix. 

Well, let's begin. We will have a session that is both practical and theoretical, and we will do it together. So, I ask those of you who wish to, let's focus for a moment on our breathing. Let's take some deep breaths and gradually transition to normal breathing. If we keep focusing on our breath, now let's concentrate on following our breath at the center of our chest. Let's put our attention on the breath at the center of our chest. In addition to continuing to focus on our breath at the center of our chest, let's now set the intention to feel peace, joy of living, and gratitude at the center of our chest. With this intention, let's concentrate on the center of our chest and continue our breathing. 

From this connection with our heart, from this feeling of gratitude, we ask and allow whatever you wish, each one of you, to feel something beyond our physical body, the energy of life, the greater good of all parts that assist us in this session, making it creative for each of us, bringing us closer to the best version of

A moment in meditation is worth little by little each of you are coming out. And then, about a month and a half ago, Mabel told me to participate in this group of conscious lobi. For some of you, it's the first time, for others, they have been here for a long time. There are people who have been practicing LKC for years, and there are people who are going to hear about LKC for the first time. It's the same. Well, let's see if it resonates with you. If you get bored, you can leave. So, well, there may be terms that we use in our LKC language that may sound new to you. Well, let them resonate with you. Don't get stuck on them. If you have any questions, you can interrupt me. If not, leave them for the end, which will be the most important part of the meeting because together we will create questions. The title is Managing Complexity in the Company. I'm not going to start by looking at Wikipedia about complexity. As you can see, we have started by practicing connection, and we will continue with that to facilitate this space. About a month and a half ago, I looked at the field and received this block of information of nine lines. Now, I will read it to you, and then I will go on to provide practical examples for each of the points with reference to company management. I will read you the nine lines

Prosperity simplifies processes; enthusiasm makes every process simple. High-calibration attractor patterns simplify processes. The balance point facilitates processes. People's vitality facilitates processes. Vertical assistance simplifies processes, and vertical assistance catalyzes co-creation. So, you see, we start with a language that resonates with some and not with others. Now, I will describe each of these points a little and give some examples of how we use them in managing complexity in a company in the order they have come out because the order also has its importance. The first one is the greater good of all parts simplifies complexity. I have a Financial person in the company who would live very happily without clients, without suppliers, without unions, without conflictive people in the organization. This statement tells us that in every conflict, there is a creative solution; it is the greater good of all parts. Furthermore, if we focus on connecting with the greater good of all parts in our daily lives, conflicts are reduced, and those that arise are taken to a creative solution. This is not linear, how conflicts are resolved or not produced, and how they are taken to a creative solution always surprises us in what way and what to focus on the greater good of all parts catalyzes our intuition. The first one who connected today, I tell him how he connected, and he says by intuition. We start well. Connecting with the greater good of all parts catalyzes our intuition.

Our creativity is worth the greater good of all parts. Connecting with the greater good of all parts simplifies complexity. I am going to give you an example. I won't mention the client or the people involved. Some years ago, we found ourselves needing to develop a relationship with a client we were not working with. We did an exercise in fractalization and other exercises that came up, and we started working with them in the pre-commercialization phase. We sent some samples, and a conflict arose before we even started, a strong conflict. I connected, of course, with the greater good of all parts, with everything, to figure out how to turn that conflict into something creative. The first meeting I had with the buyer of this client was very tense. To manage this conflict, I surprised myself with the strength I maintained in my position and, let's say, the strong stance I kept in the meeting. However, at the end of the meeting, the level of impeccability was 1 out of 1000. Everything led creatively, nothing was resolved. At that moment, it ended up being resolved in a non-linear way. Today, we sell over 1000 tons to that client without any incidents and with a good relationship. The greater good of all parts simplifies complexity. Moving on to the second point, leadership based on Hawkins' consciousness map simplifies complexity, making complexity creative. An organization on Hawkins' consciousness map starting from

From 500, we consider it as a living organism, and you know that every living organism has a nucleus. When this nucleus is a hierarchy of consciousness, when this hierarchy of consciousness coincides with the hierarchy called power within the company, complexity becomes creative. The hierarchy of consciousness means being aligned with calibration with high calibration, and it means a hierarchy of service to the greater good of the organization. This means that when we implement the LKC within the company and when we raise the vibration of any organization or company, as in this case with 800 employees, it is very important to align what we call the CEO, the management committee, the managers, who besides being a hierarchy of power, should be a hierarchy of consciousness. This occurs naturally. It is easy. First, people become a hierarchy of consciousness. We are neither more nor less, but we have a transformation process towards hierarchies of consciousness. The team is formed by giving time to each of them. If new members are needed in the team, they come in. It happened to us that in one session, a person joined the management committee. It just came out in the next minute. If there are exits, they also occur naturally. It is a process for the greater good of all parties. It's not about one person being better or worse; it's about being in the right place at that moment. Hierarchy of consciousness or conscious leadership. What does it mean?

It means having a level of vision, a level of commitment, a level of capacity. You have to be an expert in what you are doing, a level of enthusiasm, and a level of gratitude. Just as we saw in previous talks that numbers are assigned, some of these terms may sound strange to some, while others may be more accustomed. The levels of vision, commitment, capacity, enthusiasm, and gratitude can also be examined, especially looking at their evolution within ourselves as leaders or the people who accompany us. This simplifies the complexity. Let's move on to the third statement, which is prosperity makes processes simple. Prosperity makes processes simple. When you get married, they say it's with bread and onion, under a bridge. But then you know that relationships are more creative. When we have at least the adequate means to subsist harmoniously, I won't go into the definition of prosperity from the perspective of human economy, which is very broad. We will have, well, it will be addressed in the different courses in the master's program, there will be specific training on prosperity. I will focus only on one aspect of it, financial prosperity. Every organization, to be a living organism that generates prosperity, must be profitable. We don't have to aim for profitability, it is intrinsic to a living organism. What we need to focus on is how that prosperity is generated and what we use it for afterward. Being profitable is connecting with the greater good of all.

The parts and why we are profitable to create prosperity for the shareholders, the employees, the suppliers, the customers, and all those who come into contact with the company. This approach makes prosperity flow towards the company; it's not something within the reach, let's say, of the company as a living organism. It is something natural to a living organism; you don't have to fight for it, it comes, it is found, and it is something that is measured. The level of prosperity in organizations is measured from one to ten, and we, who started at two and a bit, at Gelagri, are currently at over eight out of ten. It is a parameter that also measures the level of prosperity in individuals. We saw this in other workshops or in other talks we attended before. The important thing here is that we can measure prosperity and it facilitates the relationship with suppliers and customers. We can also look at their level of prosperity not to compare and say, We are more, not more or less, but to know what kind of relationship we can have with each of them. Here, I am going to tell you a little anecdote that happened this year regarding prosperity in our organization. Because, in highly calibrated living organisms at the moment, our organization calibrates over 800, the non-linearity, you live with it continuously. So, we were organizing the pea campaign in the Andalusia region. The field technicians, peas are the first plant used

It is very scientifically accepted how a campaign for peas is programmed, and our responsible person, whom I can name Eduardo, went to meet with the pea manager in Andalusia, who took the LKC course last year. They reviewed the planting plan because, well, rain interrupts, there are different temperatures, and they said, Well, let's continue like this. Next week we plant the following week. I sow 150 hectares. Ten days later, he calls and had sown 300. I arrive at the factory, ask how the pea planting is going, and he says, I'm going to kill him. We all gather, agree, review everything, and now I call him, and he has sown 300, which cannot be harvested. I quickly think, in the organization we are in, this has to be creative. He is a committed person, aligned with the vision, committed, capable, enthusiastic, connected to gratitude, just like you. So, I told them, and I said, this is creative, look and focus now on how to make it creative. So, they looked at ways to delay some plantings due to cultural practices, advance others, plan another type of harvest. Well, the campaign has been fantastic; we have been able to harvest over 1000 tons of peas, more than we had planned, due to this event in a market that is very favorable this year. There is a growing demand for this product. I

Prosperity surprises you, right? That is what it means that prosperity simplifies processes. Prosperity connected to the greater good, with conscious leadership, is valuable. Let's move on to the fourth point, which is enthusiasm. Enthusiasm makes every process simple. Enthusiasm makes every process simple. The greater good of all parts, service leadership, the connection with prosperity makes enthusiasm come alive in the company's collaborators and in the relationships they develop among themselves, with clients, and with suppliers. Enthusiasm makes every process simple. We have already seen that the connection with the greater good, conscious leadership, leads us to have leaders with vision, commitment, and training. Having vision, commitment, and training, enthusiasm naturally emerges, and gratitude also naturally arises. So, in an organization, let's cultivate enthusiasm; it will sprout naturally. Enthusiasm is seen and experienced. Let's move on to the fifth statement: High-calibration attractive patterns simplify processes. As the company's calibration grows, its energy field attracts and naturally brings high-calibration individuals, clients who bring prosperity, suppliers who bring prosperity, high-calibration projects, and high-calibration ideas. I can tell you here that we have already discussed this in previous talks, how high-calibration Sator patterns work in human resources. In other words, when you are looking for personnel for a specific position, the right people come, besides that, we...

In previous meetings, we have seen that we can assess the suitability of the candidates who come to us for the greater good, both of the candidate and the organization, as well as their calibration, if their process is established, and all that. But here we have thousands of examples, like when the company needs a resource, it appears from outside or from within the organization. Because also, in the versatility in the management of passing people from one responsibility to another, it occurs naturally. The high calibration generates attractive patterns of high calibration, as I say, with clients, projects, ideas, and the relationship between people within the organization. The sixth statement, the breakeven point, facilitates processes. The breakeven point relates us to the greater good of all parties, aligns us with life. For example, we use it in managing the price of a service or in our relationships with suppliers, collaborators, and clients on a daily basis. The breakeven point is that point at which everyone gains. So, it is easy to use. For example, Human Economy and Papaya work with us, providing services from day one. The valuation of these services is based on the breakeven point, a flexible point that varies over time, providing satisfaction to all parties. Organizations can work with us if they can also understand this, even though we are in contact.

Suppliers or clients who are not in the same language or calibration as us, the breakeven point gives us guidance on where to focus negotiations. I use it every day for anything, to provide a price to a client, to buy machinery, or to purchase any service. The breakeven point facilitates processes in a relationship based on the greater good of all parties. We recently materialized it last year with a service of over a million euros, and at the end of the purchase of that service, we analyzed it in the team. We realized that we had overpaid. We needed to request a reduction of over 100,000 euros from the supplier for a service of over a million euros. We expressed this to them, not in that language, but we did. We reached an agreement, a creative agreement for both parties, based on seeking the objective, rational, and scientific reasons why we were requesting that. Then we tested it in the team. The breakeven point, the vitality of people, facilitates processes. It has been almost two years since we started collaborating with Papaya, which is the Vitality Institute in human economics. Papaya, with a multidisciplinary team, supports people using LKC in preventive processes on how to cultivate vitality within.

We resiliently live with stress, anxiety, grief, illness, family conflicts, eating habits, toxic habits, and now, look, today it comes out in this management of complexity, saying that it facilitates the processes of people. It seems evident to me. If we care in an organization, anyway, the connection with the greater good, enthusiasm reduces conflicts and generates health. Because what we all agree on is that stress, anxiety, fear, all of that, it does not generate health at all. But it's one of the topics that I won't delve into further because Emma also gave a talk about this, about the application of coffee in vitality. We are using it in the company with very positive results. 

The next statement: vertical assistance simplifies processes. Vertical assistance is what we have done when we started the meeting, we connected with ourselves, and from there, once we are connected with ourselves, we connected with that greater good of all parts, with the energy of life, with something greater than us, with intuition, call it what you want. And we have asked and allowed that for the greater good of all parts, it would express itself through us and put us in contact with the best version of ourselves, also for the greater good of all parts. Vertical assistance simplifies processes, the connection of the company with its energy field that every organism has, an energy field, the connection with life that tends to express itself and create.

Prosperity in the company as a living organism with high calibration makes prosperity available to be expressed within the organization. The connection with assistance dissolves difficulties and facilitates processes. This is what we have been doing at the beginning of this space, doing it continuously with the means and tools that we are discovering throughout the course. There are many exercises of connection with what we call vertical assistance. There is fractalization, stabilizations, and many exercises. Vertical assistance facilitates our relationship with fields of energy that are mediocre, disordered, insecure, frustrating, full of prejudices and fear. It points them out, gives them numbers, protects us if we have to deal with them, distances us from them if that is the most creative solution, or gives us the possibility to stabilize them and turn them into creative ones. Each organism has an energy field, but sometimes we have to relate to other companies or organizations that have lower energy fields. Society in general is below 250. Being in higher calibrations doesn't make us better or worse; it should generate humility. What it does facilitate is putting numbers and seeing how to relate when there is no other solution but to relate to these energy fields. If we have three suppliers for the same service or product, we choose the one with the highest calibration, but sometimes we have to work with one that has a low calibration. It's okay. We will do our part. The balance point, the connection with.

The greater good for that relationship to be creative for both parties, vertical assistance simplifies it, I tell you, it's the practical part we did at the beginning and we continue doing because during this meeting, we remain connected. Vertical assistance catalyzes horizontal co-creation, it's the same, it's what we did at the beginning of the session. We all connected, and now we will see if this assistance triggers in us ideas, contacts, experiences that enrich us, and catalyze our personal processes. Let's now move on to the most important part of horizontal co-creation where you can make all kinds of comments or questions because I imagine not everything has been very clear to you about any aspect you want us to have discussed here or not. Thank you, José Félix. If you have questions, you can raise your hand with the icon at the bottom right of your screen to ask them to José Félix little by little, in an orderly manner. I have pasted the seven points that José Félix has developed in the chat for you. So, if you have any questions, maybe some more examples or I don't know, something that comes to mind. Oh, look, Alfredo, I have a question later too. Alfredo, whenever you're ready, okay, it's very good. In point two, you were talking about the hierarchy of power and consciousness hierarchy, and you explained that, sorry for a second, you explained that, for

In a company, this hierarchy of consciousness ultimately drives the operation or well, how the company is doing. I would like to know if this is directly proportional to the positions in the company, meaning, there could be a person who maybe is not in, I don't know, in lower positions, but is not in the management of the company, but maybe in the plant or somewhere else, and how does this relate to the hierarchy of consciousness? That is, can there be lower positions that also influence the hierarchy of consciousness and drive the company? And on the contrary, a CEO, with, I don't know, I would like you to explain this a bit, José Félix, how is it? Okay, okay, I think I understand the question. What I wanted to express here is that for a company to evolve as a living organism and for its evolution to be increasing, in other words, for its calibration, its prosperity to continue growing, the power hierarchies must transform into hierarchies of consciousness. Our experience has been that implementing the LKC or implementing prosperity or implementing whatever you want, you know, the progression in the calibration within the high calibration within the company or prosperity must be done top-down. We must start calmly, time must pass. On July 31, 2018, I started using the tool.

With economy, it is worth it with consulting. Every week, it's worth it. Uh, they passed [Music]. Uh, at those moments, the organization calibrated 300 to 350. Uh, today we have said that it is over 750. Prosperity was at two out of 10, now it's over 8 out of 10. Uh, on September 1st of that same year, the breakeven point was already used. In January 2019, a person was chosen for evolution within the company using the calibration of the level of suitability. In other words, a person was already identified within the company for a new position, and this was used. And a year later, on April 20th, the first stabilization occurred, which I can give the name and all, of a factory director, José Luis. He was not at his best, and an energetic stabilization occurred. He had an optimum of 400 and was below that. So, first is top-down, okay? It's the ideal, you have to let your times pass, you know what I mean? In other words, you start with a team, and I have been lucky with my team, it's still the same. Everyone who was there has become, we have become hierarchies of consciousness. Yes, we have added more people to that team, two new people who have come out of Camp, one also in a meeting, in a meeting everything comes

Department, do you understand me? So, he can do it because consider that I am the CEO of a small cell because my company, which has 800 employees, belongs to a cooperative group that invoices 4500 million, while I alone invoice 135. Do you understand me? So, independently, I have been able to generate that. The same can be done in a department. What can happen is that if it's not done, it's difficult. For me, the process is so powerful that it sets the pace and will have an influence. Because you are afraid they will let me do this. Do you understand me? It seems like you are doing something revolutionary. Well, we are doing something very natural. It's not necessary to give it too much importance. It is linked to the development of trust and humility among us. But what we have experienced in Gelagri since, as I said, July 31, 2018, is a long journey. The processes we know now in organizations are faster because living organisms connected with other organisms catalyze the processes. Do you understand me? What took us some time, now when we try to do it in other organizations, it happens more quickly. That is a catalyzed process. But within a department, one can do it. Do you understand me? It can be done. These principles as individuals are valuable to all of us. We first need to become that, you understand me, to connect

You are a leader of conscience in your life, no matter what position you are in, you cannot exercise afterward the light is seen, that is, in organizations, all leaders of conscience are going to become, but each one must be given their time. It's not one more and another. That's what I wanted to tell you a little. I don't know if it has provided you with enough on this topic to leave other questions. Great, thank you. José Félix Iñaqui. Well, let's see, this whole process of analyzing consciousness through LKC has to be in processes that have happened, that is, in events that have happened or in events that are happening. Can it also be applied to a vision in the company that wants to make a change or something that is still an event that has not happened yet but is about to happen? How can that be calibrated in some way? Well, I'm new to this, but well, this question arises. Does it have to be something tangible in terms of what you already know or is known? I already told you that as the calibration in the organism grows, non-linearity appears, and new processes, new clients, or new ideas that completely change you appear. Okay, I'll try to be a little more specific because I'm not exactly sure where the question is going. But today, the topic is the management of complexity. The management of complexity. I just took a course within my company given by

Managing uncertainty and organizational resilience, well, you all know that in 3 years we have experienced COVID, inflation, high-interest rates, distortions in maritime transport, cyber-attacks, political polarizations, and more. So, how to manage the uncertainty and resilience of the organization? The first thing they tell you is that there is a new economic context that is increasingly dangerous for companies. Today's leaders have very few chances of being tomorrow's leaders. In 15 years, 40% of the companies in the top 500 ranking will disappear. Stochastic phenomena are becoming more frequent, and stochastic is a mathematical concept that relates to random variables. In other words, the Black Swan event occurs. None of you have seen a Black Swan, but every day something changes. When we implement high calibration within the company, the organization is structured, conflicts are resolved, and complexity, which we perceive as complex, becomes an opportunity. Do you understand? We see things as they are, and we can view them as an opportunity, as prosperity, as a connection to prosperity. So, we can also see what phenomena arise, what comes up, and we are told in the field, Hey, there is potential in this. A colleague receives it intuitively, we test it, we look at it rationally, of course. For example, now we are going to make a significant investment.

So, we are doing an exercise of fractalized investment, that exercise of fractalization connects us with seven words, let's say with our energy centers. I will read you the seven words that came out in horizontal and vertical co-creation: the board of directors with human economy and with the assistance of prosperity, well-being greater than all parts, joy of living, creativity, openness to the new, courage, and trust. This is the fractalized investment of more than 10 million, do you understand? It involves working with both the technical and energetic aspects in processes we currently have as well as in new processes. This exercise calibrates at 1000 out of 1000, making the company's energy go up. Do you understand? The exercise itself calibrates at 1000 out of 1000. I don't know if I have answered something. Let's continue. Yes, yes, yes, thank you. Jose Felix, could you explain what the organization consists of in a living organism? How is a living organism structured and how does it relate to other living organisms? All of us are living organisms, and the moment we connect with the energy of life, with the greater good, with the best of ourselves, our prosperity, our calibration increases. We are in a creative process, so this happens naturally. The good thing is to experience it oneself because then in the company or department, it is a replication of us. So, first

Feel. So we have to feel ourselves living organisms, and as living organisms, we belong to a family nucleus that remains an organism itself, to a group of friends that remains a living organism, which can also be, let's say, a business organization that is a living organism. But the first thing we have to experience is the concept of a living organism within us. As we align ourselves with life, with the greater good of all parts, with prosperity, with the best version of ourselves. And then, this same thing is duplicated in our family environment, which is a living organism, in our business environment, or in any association or organization we participate in. I don't know if I have answered your question, Mael. Yes, this is a bit the basis, but I see a difference between individuals and organizations because organizations, in high calibration, are articulated through nuclei, membranes. This is what I was referring to a bit, if you could talk a bit about this. Well, in the organization, in a large organization like ours, there is the nucleus, and then you have different, let's say, nuclei, mitochondria, vacuoles, all of them, which generate the living organism, which generates the living organism teams. Feeling before acting increases empathy, increases the autonomy of the teams. So, each time, people are more involved in that large organism like a company. You don't see the company as a complex organism; you participate in the company with

The teams do not consider the Organic dimension of an organization, meaning that the organization is experienced as an organism, do you understand me? The vision is linked to a moral role of the leader as a developer of trust, autonomy, do you understand me? So, how is it experienced within a large organization? By creating autonomy in the teams, building trust, fostering empathy among them. In large organizations, the core and the membrane are not so clearly defined. You may have people closer to the core who can access this, but the diffusion is throughout the entire organism. Okay, thank you. It is about generating enthusiasm in the organization through trust, empathy, autonomy, enthusiasm that arises naturally. More questions or comments? Yes, there are also several people here who work with José Félix, I mention this in case you want to add something to what José Félix is ​​commenting on or share from your own experience. Comments in general? Rosa: Well, I would like to comment to everyone here present that I am an observer, not just an observer of how the world is evolving, but also the fact that I have been volunteering in human economy for a couple of years now makes me more present in these lines of action from the intangible, from values, from the authentic mission that I believe is what, well, you mentioned a fact about companies that were going to disappear because I think the paradigms of economicism are.

Competitiveness, all of that will knock down companies in the medium or short term, right? I see how this movement is emerging, born from the human economy with the LKC, which you are successfully applying in Gelagri and in other companies. There is another movement like Theory U, the STE organization, which promotes precisely what impact leadership is. It really encourages me, inspires me a lot to hear you, and I believe that each one of us can develop, as you have said, an inspiring leadership wherever we are. The fact that you have promoted this in Gelagri, with the complexity of such a large company, and that results are already being seen in the teams, seems fascinating to me. So, thank you for sharing your experience. Thank you, Rosa. Any further comments? Yes, good afternoon, José Félix. Well, very clear and concrete as always, thank you. For me, what comes to mind is somehow being able to convey the power of the LKC in companies. The experience of Gelagri is spectacular, it is unique. Those of us who are, well, in other parts of the world, maybe we see companies facing other issues, and it's challenging for us who are on this path and want to bring awareness to companies, to show the importance of changes, and to raise the levels of prosperity in the company. At least that's where I find myself, or at least speaking for myself, José Félix. But

Very results-oriented, and it's great that the confidence in the field, the values of the LKC, everything we have been working on, is somewhat difficult to convince. I don't know if the word convince is appropriate because there is no need to convince anyone of anything. But somehow, in order to help that company, it is necessary to work with that mental paradigm. What I wanted to ask you a little bit, also sharing that there are some guests who are not familiar with the LKC, how could you explain it in a simple way to a businessman who is assessing things differently, who has a different experience in terms of business management, and where the intangible is not part of their mindset in their daily decisions? Well, that's what we're doing, do you understand? I want each one of the people here today to know that any of you who try it in any organization you are part of will succeed. It is accessible to everyone, as I have told you. It starts with oneself, by leading oneself, one's family, whatever it may be. So, there is no need to try to convince anyone, do you understand? There comes a moment when you resonate, do you understand? You keep searching and you find, it appears. So, to me, the LKC appeared. I had never heard of the LKC or anything, it just appeared. That was the moment I was looking for. I had already tried other paths,

There's no need to convince anyone or anything, we can do it. What I'm telling you is that it's a good, long process, or whatever you want to call it. Understand me, it's not that it's long or tiring or anything, but well, it's a calibration process from 1 to 1000, it's arithmetic. So, I want to tell you that a point is much more than 300 before. I want to say that our limits as the best version of ourselves are far from being reached. So, I encourage all of you to put it into practice. What I can tell you is that the courses at LKC have helped me, the consultancy with human economics has also helped me, I have also done the Master's in Human Economics, reading the book on Human Economics has helped me, participating in conscious lobbying has helped me, reading the book on Human Economics that has just been released has helped me. I believe that almost all of you here will know these concepts; after reading it to prepare for the talk, I reread the book for the third or fourth time and found them all organized here, more or less in the same way. You don't have to do anything else but be authentic. We haven't talked about it here, but authenticity is being authentic, and you will encounter what you need to at your own pace. It's nothing special, authenticity. Well, I have completed the LCC course this year

They are here because they are interested in this tool, and for me, I don't have a company. But the importance is to emphasize the importance of personal leadership, as José Fénix has said, not the transformation that one undergoes. Well, undergoes is not the word, the transformation that one goes through, the one that one goes through while doing this learning. I can say that I am the same person, but I have changed a lot for the better. It's like having patience, love for oneself, and perseverance, just that. Not looking at how others are doing, if someone is going fast, if another is running a lot, if someone has more ease, it doesn't matter. The process is individual, and you have a lot of support in the course, a lot of support because all those consciousnesses are there, and all these physical beings here, all the components of human economy, and all the people who have already graduated from other courses support the whole process a lot. So, if someone is thinking about doing it and has any doubts, I encourage you, it's really good, great, great, I can't say anything else. Thank you very much, Lola. Look, I contribute something, as you were also commenting before about colleagues of José Félix, well, all that before that used to generate resistance, struggle, anger, effort, and that didn't help you understand or position yourself within a more global context. In the

The way I approached everything I encountered has been completely different, and that has brought me more and more internal peace. Even though life continues to bring our difficulties and complexities, it has helped me gain clarity and peace. With clarity and peace, better decisions are made, and life is better focused. I am already more than satisfied with that. So, well, I am very grateful to José Félix because he was the one behind me. For a long time, while he was already working with the tool, I was not mature enough for it yet. He worked with it and had patience until it seems that the conditions were right, and I was ready to open up. For a long time, I was very closed off, very rational, and very business-minded, separating everything. It was truly a wonderful gift to my life because it has enriched and completely changed my life, which is not the case now to tell here. I believe that it helps to be better and to strive forward with my life, my colleagues, the company, and whatever comes next. So, I am very grateful to José Félix and the tool. I live it. Well, since we are talking about this, I will share and say it as a way to thank him for all the hours and concerns he has had behind.

When he knew he couldn't do anything with me and had patience in having the tool, well, that has been lived with me. And then, we have lived when I was ready for the tool and I'm walking and well, that's it, it was just an appearance. Thank you very much, José Luis. Thank you. We can't hear you, your microphone is off. Good afternoon, everyone. I am a future student of the next edition, and I just want to thank for the testimonies. Well, I live, not half of my life, but I spend it in an organization, which is what I wanted to say, that I work in a social organization, it's an NGO. Well, I liked it a lot too, and I understand, José Félix, that you have talked to us about financial prosperity. I also liked that we will learn that prosperity is much more. I understand that this aligns with the mission of my organization. I mean, prosperity, the well-being of all parties, the common good, the prosperity of the people we accompany. It also resonates with me, I stick with cool headlines, I don't know if I'm saying it exactly, but enthusiasm facilitates processes, and vitality facilitates processes. Well, I just want to thank, I stick with two or three headlines and I'm eager to start. Thank you. It's 8:10 already, so if you don't have any more questions or if

Can we leave it here, José Félix, or do you want to comment on something else before we go? Yes, there is a detail that I have overlooked. I don't know at what point I wanted to contextualize it. None of what we have seen, nothing of what we have seen, the connection with the greater good of all parts, leadership, awareness, enthusiasm, everything we have seen has nothing, nothing, nothing to do with goodism. Nothing, nothing to do with goodism. It is a path of commitment, and in commitment, goodism is aside. So, it is applicable to social organizations. Social organizations must be sustainable, they must also be accountable for the services they provide, sustainable over time, do you understand me? So, it is applicable to any organization, but what I wanted to emphasize to you is also in a client relationship, in a meeting. It was totally connected, measured impeccability. But the position must be defended, let's say, with rigor. Our balance point, our services must be defended with rigor because if not, prosperity does not flow in the company. Then, we must provide those products or services with quality, but this path has nothing to do with goodism. And it is very easy to fall into goodism, that's what I wanted to tell you, okay? Thank you because it has been a co-creation space among all of us, in the silence, in

Gratitude. Now we thank ourselves first for giving us permission to be in a high-calibration space, for taking the time to dedicate ourselves to this motivation. We thank ourselves, we thank our colleagues who have been here co-creating this space, and we say goodbye. Also, thanking the greater good of all parts, the energy of life, the consciousness that has assisted us. Well, a hug to everyone with great enthusiasm and until next time. I hope it has been useful for you. Thank you, José Fas. Thank you, José Félix. Thank you, Jos.

Gestión creativa de la complejidad en la empresa con José Félix Liberal

Un ecosistema de emprendimiento e innovación social para TransforMakers.

Economía Humana

회사의 복잡성 관리 LKC의 실제 적용

호세 펠릭스가 호흡과 감사에 초점을 맞춰 LKC 도구를 활용한 복잡성 관리에 대한 실용적이고 이론적인 세션을 진행합니다.

이 세션에서는 호킨스의 의식 지도를 기반으로 모든 부분의 대의를 통한 복잡성의 단순화와 리더십을 강조하면서 9가지 정보와 회사 경영에서의 실제 사례에 대해 설명합니다.

호세 펠릭스는 모든 부분의 더 큰 선에 연결하여 고객과의 갈등을 해결하고 성공적인 장기적인 관계를 이끌어낸 구체적인 사례를 공유합니다.

의식적인 리더십이 조직의 번영에 미치는 영향

비전, 헌신, 역량, 열정, 감사에 중점을 둔 의식적 리더십은 회사 내 권력 계층을 의식 계층과 일치시키는 데 필수적입니다.

재정적 번영은 살아있는 유기체의 자연스러운 결과이며, 이를 달성하면 관련된 모든 당사자에게 이익이 되어 조직의 높은 수준의 번영으로 이어집니다.

의식적인 리더십과 번영에 초점을 맞춘 고도로 조정된 살아있는 유기체는 도전과 예기치 않은 사건을 창의적으로 극복하여 궁극적으로 회사의 성공에 큰 영향을 미칠 수 있습니다.

프로세스 간소화를 위한 열정과 수직적 지원의 역할

열정은 의식적인 리더십을 통해 자연스럽게 배양되며 조직 내 프로세스를 간소화하는 데 필수적입니다.

고도로 보정된 매력적인 패턴과 손익분기점 또한 프로세스를 촉진하고 대의에 부합하는 데 중요한 역할을 합니다.

더 큰 선과 삶의 에너지와 연결되는 수직적 지원은 회사 내 프로세스를 간소화하고 능률화하는 데 필수적입니다.

기업 번영을 위한 수직적 지원의 역할

수직적 지원은 조직이 저에너지 분야를 다루고 다른 회사와의 관계를 촉진하는 데 도움이 됩니다.

이는 높은 수준의 교정에서 겸손의 중요성과 다양한 수준의 공급업체와 협력해야 할 필요성을 강조합니다.

회사에서 수직적 지원을 구현함으로써 하향식 접근 방식을 따르고 권력 계층을 의식 계층으로 전환할 수 있는 시간을 허용함으로써 상당한 성장과 번영의 진화를 가져왔습니다.

조직 개발에서 의식적인 리더십의 힘

의식적인 리더십은 프로세스를 촉진하고 조직의 변화를 더 빠르게 이끌 수 있습니다.

오늘날의 불확실한 경제 환경에서 복잡성을 관리하는 것은 조직의 회복탄력성을 위해 매우 중요합니다.

에너지와 번영에 초점을 맞춘 프랙탈화된 투자는 기업의 에너지와 교정에 큰 영향을 미칠 수 있습니다.

비즈니스와 조직에서 살아있는 유기체 개념 수용하기

살아있는 유기체는 개인뿐만 아니라 가족 및 비즈니스 환경에도 존재하며 공감과 자율성을 촉진합니다.

대규모 조직에서는 핵심 핵과 막의 개념이 존재하지만, 신뢰와 공감을 통해 열정을 불러일으키는 데 중점을 둡니다.

LKC(삶을 풍요롭게 하는 집단)는 기업의 무형적 가치와 진정한 사명으로의 전환을 촉진하여 번영과 인식 수준을 높이는 것을 목표로 합니다.

LKC 과정, 컨설팅, 인간경제학 석사 과정은 연사의 개인적인 성장에 큰 도움이 되었습니다.

진정성, 인내심, 자기애를 포용함으로써 내면의 평화와 더 나은 의사결정을 내릴 수 있게 되었습니다.

호세 펠릭스의 지도와 인간 경제학의 실천은 연사의 삶을 크게 변화시켰고, 감사와 지속적인 개선의 동력으로 이어졌습니다.

사회 조직의 번영과 헌신을 포용하기

연사는 간증에 감사를 표하고 사회 조직의 번영과 복지의 중요성을 강조합니다.

그는 제공되는 서비스의 지속 가능성, 책임감, 품질에 대한 필요성을 강조하며 "선(善)주의"보다 공동선에 대한 헌신을 강조합니다.

세션은 감사의 메시지와 함께 높은 수준의 공간과 동기 부여에 초점을 맞추며 마무리됩니다.