Authors: Alf Castilian and Edu William
not realize, because we are part of the change. We are on it, on its inertia. In our comfortable roles. We know that things are not going well, but we fear the unknown. Crisis call to something we do not know, and hope that somehow resolves. We are selfish because they do not recognize it: just try to manage our crisis, our decline, with a minimum personal impact for us. But we know intimately is not sustainable.
Society has long since given clear signs of transformation. And no, it started yesterday, or last year or the last. Not be solved tomorrow or next year or the next. Transformation
involves radical change. Behavioral, dynamic, role-model.
This makes the current solutions, we know them, do not answer to new problems. We need to manage differently. We must change. And us first. But it is not easy. No, it is not .... Because, above all, it's scary. And fear, creates paralysis.
time to time, societies are transformed. It's part of humanity. We can play live stable periods, or scrambled. The riots of the past centuries, who were born to transform and modernize new social dynamics are now economic upheavals. It's the economy that today marks the real dynamics, and is from the transformation Market models as responses are: XXI century revolutions should be tilled from entrepreneurship and demonstrations must be made in the market. Applying the words of Wendell Phillips, "revolutions are not made: they come."
Serve this as an introduction to our analysis of tourism economic model now we are in a tourist revolution.
Revolution because it implies that we are "receiving" transformations, radical changes in a short space of time, before we learn to adapt to achieve a rebirth of tourism industry and to our leadership development. The foundations of the Tourism Model as we know, are changing. These changes are painful in some cases. But certainly less painful than the consequences of not being able to adapt to them.
revolution, transformation, born of the market itself, Demand, actors "uncontrollable" are those who shape the new arena tour. Because the markets, demand has already begun to adopt new values \u200b\u200bthat characterize the New Society. That which has been called, Network Society Values \u200b\u200bare still far from applicable to the Offer, which retains the values \u200b\u200bof industrial society, and they do nothing to generate a big break on the Market. At that break, this sail in two different highways, we have called crisis. And there is a crisis, is a revolution. Because there are new actors who challenge the established (mainly from the application itself). Because there are new dynamic, that challenge established. And both actors and dynamics are not controllable. And that's not a crisis. It is a revolution. If we do not realize, if we fail to apply the new values \u200b\u200bprevailing at the tourism model, if we achieve a transformation in line with the same mentality, the revolution will be tough. And an economy like Spain, which has tourism as the main source of wealth, can not afford similar harshness.
With this series of posts that started today, want to call to activate the necessary forces from the Offer, can and must lead this revolution.
In this first post, we state the values \u200b\u200bwe think of as characteristic of the New Society, and are already part of the latent demand. Values \u200b\u200bthat are required to be impregnated in the Offer, in the destination management models, companies and individuals. Only by understanding the values \u200b\u200bunderlying the New Partnership, we can adapt to the new scenario, regardless of changing circumstances. Without wishing to be inclusive and accurate, we state that we understand the 15 values \u200b\u200bto be taken by actors in the New Model:
1. People. They are the backbone of New Society. Society, the Market, are composed of people. Understand this and give the biggest value, above all kinds of actors, institutions, structures, algorithms, "medium" and "fashion" is key.
2. Connection. There are no structures and institutions are not an assembly of persons connected. The connection capacity is a predominant value in order to give logic to the new structures and actors of the Network Society Only those who know to be connected, may be adapted to the New Model.
3. Membership. The feeling of belonging is the "glue" of the People in New Institutions and Society Actors and the Market. The obligation and intimidation of belonging to traditional models, must give way to a sense of value that is reflected in the idea of \u200b\u200bmembership.
4. Transparency. Transparency is the objectivity of the New Model. It happens to compete in the last model to achieve a power asymmetries that would allow the Market to compete for not only achieve, but to show the maximum transparency, with her position and to have greater visibility in the market.
5. Opening of Knowledge. If knowledge is the gasoline engine and develop the new model, to create value around their crisis is inconsistent and illogical. People and actors must change their dynamics to develop courage in abundance. Only in this way we will ensure competitiveness and sustainability of the model.
6. Co-(co-laboration, co-creation, co-operation, ...). Support "peer" to the development of any activity is a key value of the New Model. Those actors who can adapt to this feature and develop ideas, proposals and new models on the Co-value, which will be permanently adapt to the new model.
7. Leadership. The New Model need leaders. But leaders committed and voluntarily accepted by the people and actors. Leaders volatile and flexible according to the accepted value. Actors who want to continue to lead from the structure, and not from the value, do not have a chance to adapt. And an actor without leaders will have little chance of survival in the New Model.
8. Responsibility. As inherent to the activity. Environmental Liability, the Company and their own economic dynamics to be sustainable. And it's not worth additional "extra" but must be a central value where pivoting action of the actors.
9. Courage. There is no fear of error. Because the error is a great learning experience. The change is continuous, there is no absolute truths and enduring, so that the ability to anticipate and error, is an inherent value of Actors adapt to the new model.
10. Nonconformity. Because you've never reached the goal. Doubt and continuing challenge is the synonym of success in the New Model, and not the stability of inertia. Learn to take that value, always from the action and not from the paralysis of the pursuit of excellence is a key factor to accommodate the new model.
11. Learning. Continuous and permanent. Of People and Actors. Because only with the ability to absorb and provide feedback on a continuous basis all new knowledge, we can stay in the New Model.
12. Curiosity. The ability to explore the unknown to provide new avenues and ways of doing things, and know how to apply to your situation and environment, is an inherent value to the actors adapted to the New Model.
13. Diversity. Surrounding yourself with knowledge and actors, with different perceptions and know how, is a fundamental value to move forward and stay ahead of the New Model adaptation. The "inbreeding" of specialization and "vicious feedback" between peers, is a past that has value can be an obstacle to transformation.
14. Humility. Because we all have our limitations of action and knowledge. Nobody can know and act on Everything. All need each other, and only from the perspective of mutual value, we can adapt to the new model.
15. Dialogue. People For the converse, talk and listen. It is the only way to develop values-Co, to learn, to absorb the open knowledge ... the only way, since the capacity for dialogue, the actors can adapt to the new model. Alf
Castilian & Tourism Edu William
Workers Revolution
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