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English to Spanish: Professionalizing the Business Family General field: Bus/Financial Detailed field: Business/Commerce (general)
Source text - English Let’s Talk About ...
What difficulties related to expanding and aging is the business family currently experiencing, and what do they foresee for the future?
What have they done to address these issues?
What kind of exchange does the family have with other business families?
Do individual family members frequent family business social or educational events and programs?
Would the family like help in reaching out to other local or regional business families to set up a best practice roundtable?
Would the family like assistance in determining what events, programs, and associations might be valuable platforms for family member networking and education?
Educate the Family about the Pillars of Business Family Professionalization
Business families benefit from professionalizing certain processes and structures over time–but they are well-advised to carefully weigh the benefits of formalization with the potential downsides, as the efficacy of professionalization efforts depends on various characteristics of the owning family, such as the level of cohesion and commitment, or the presence (or absence) of a unifying goal and a shared set of values.
While some families will likely benefit from certain elements of professionalization, others do just fine with little or even no formalization at all.
Professional business dynasties have learned that professionalization goes beyond formalization, and effectively rests on five pillars:
1) a solid foundation of shared values and goals;
2) psychological glue that ties the family to one another and to the business;
3) the competence-based ability to make sound decisions that benefit the family and the business;
4) the informal, value-based behavioral norms; and lastly,
5) the formal structures and processes that support managing the family relationships, and the family-business interface.
In order to successfully professionalize the family–in a way that conforms with the family’s culture and values – it is essential to develop these layers progressively, and from the bottom up (starting with values and goals).
Starting top-down is a dangerous yet frequently utilized approach that is driven by the idea that structures are the key to solving emotional issues when in reality, they often aggravate them.
Let’s Talk About ...
Are all family members (including in-laws) and external stakeholders (e.g., employees, and business partners) familiar with our values?
Do the family members consistently exemplify these values when interacting with one another as well as external stakeholders?
How do individual family members contribute to achieving the family’s goals?
Is building and maintaining cohesion a priority for the family?
How does the family strengthen cohesion and commitment?
How effective is the family at communicating and resolving conflict?
Does the family have criteria or policies in place for family member employment, or appointments of family members to roles within the family?
How transparent is the process?
Do family members know what is expected of them for a certain role?
Are they encouraged to and supported in acquiring said competences?
Does the family use role modeling, story-telling, and informal value-based behavioral norms to reinforce desired and punish undesirable behavior?
Which processes and formal structures currently in place serve the family–and which run counter to the values, goals, and the informal, values-based behavioral norms and expectations?
Encourage Systematic Competence Development
Regardless of whether or not family members have operational roles in the business–if they want to be professional owners, it should be a prerequisite for family members to educate themselves to be knowledgeable about the business and understanding of the family’s values and goals as well as the dominant dynamics shaping their family interactions.
Few families systematically and strategically invest time and money to develop a long-term plan for ownership development.
Professional families that prioritize ownership education provide adequate resources for ownership competence development on both an individual and family level and organize, support, and encourage activities that allow individuals and the family as a whole to acquire and strengthen critical competences.
Understanding specifically which competences a family possesses allows the ownership group to systematically enhance missing competences either by developing them internally, or by inviting outside experience (e.g., advisors, non-family board members) to complement their family-level ownership competence.
A family that has an ownership competence development strategy has one critical advantage: It makes expectations and requirements consistent and transparent for all family members, which reduces conflict.
Systematic ownership competence development could be overseen by a (possibly interbranch and intergenerational) ownership competence committee (OCC), chaired by a chosen family ownership competence advocate.
Translation - Spanish Hablemos de…
¿Qué dificultades relacionadas con la expansión y el deterioro está experimentando actualmente la empresa familiar? ¿Qué prevén para el futuro?
¿Qué han hecho para abordar estos asuntos?
¿Qué clase de intercambio tiene la familia con otras empresas familiares?
¿Asisten con frecuencia los miembros individuales a eventos y programas educacionales o sociales relacionados con la empresa?
¿Estarían dispuestos a consultar a otras empresas familiares locales o regionales para debatir acerca de las mejores prácticas?
¿Pedirían ayuda para determinar qué eventos, programas y asociaciones serían valiosos para su educación y para establecer una red de contactos?
Enseñanza de los pilares para la profesionalización de la empresa familiar
Las familias empresarias se benefician con el tiempo de profesionalizar ciertos procesos y estructuras. Aún así, están bien asesoradas a la hora de poner en una balanza los beneficios de la formalización y sus potenciales desventajas. La eficacia dependerá de varios atributos de la familia propietaria, como su nivel de cohesión y compromiso, o la presencia (o ausencia) de un objetivo y un conjunto de valores compartidos.
Mientras que algunas familias se beneficiarán de ciertos elementos de este proceso, otras tendrán éxito con poca o nula formalización.
Las dinastías de las empresas profesionales han aprendido que la profesionalización excede a la formalización. Este proceso se sostiene sobre cinco pilares:
1) Una base sólida de valores y objetivos compartidos.
2) Un "adhesivo psicológico" que une a las familias con otras y con la empresa.
3) Las competencias para tomar decisiones sensatas que beneficien a la familia y la empresa.
4) Las normas informales de comportamiento basadas en los valores.
5) Las estructuras y procesos formales que ayudan a gestionar las relaciones familiares y la interconexión de la familia con la empresa.
Para lograr profesionalizar a la familia con éxito, de una manera que concuerde con sus valores y cultura, es esencial desarrollar estas capas progresivamente y desde abajo. Es decir, empezar por los valores y objetivos.
Empezar desde arriba es peligroso y, aún así, se utiliza con frecuencia a partir de la idea de que las estructuras resuelven los problemas emocionales cuando, en realidad, suelen empeorarlos.
Hablemos de…
¿Conocen nuestros valores los miembros de la familia (junto con la familia política) y los colaboradores externos (empleados y socios)?
¿Son los miembros un ejemplo de sus valores cuando interactúan entre ellos y sus colaboradores?
¿Cómo contribuye cada miembro para lograr los objetivos de la familia?
¿Priorizan construir y mantener la cohesión?
¿Cómo fortalecen la cohesión y el compromiso?
¿Qué tan efectivos son para comunicar y resolver los conflictos?
¿Tienen establecidos los criterios o reglamentos para la contratación de otros miembros y la designación de roles dentro de la familia?
¿Qué tan transparente es el proceso?
¿Conocen las expectativas del cumplimiento de un rol específico?
¿Se los incentiva a adquirir dichas competencias?
¿Utilizan modelos a seguir, ejemplos prácticos y normas informales de comportamiento basadas en los valores para incentivar una buena conducta y castigar las malas prácticas?
¿Qué procesos y estructuras formales son funcionales a la familia? ¿Cuáles van en contra de los valores, objetivos y normas informales de comportamiento?
Incentivar el desarrollo sistemático de la competencia
Sin importar los roles operacionales que pueden cumplir los miembros en la empresa, si desean ser propietarios profesionales, tendrán que educarse para tener un conocimiento amplio de la empresa y entender los valores, objetivos y dinámicas dominantes que moldean sus interacciones con la familia.
Pocas familias invierten tiempo y dinero de manera sistemática y estratégica para generar un plan de desarrollo de la propiedad a largo plazo.
Las familias profesionales que priorizan la educación sobre la propiedad proveen los recursos adecuados para el desarrollo de esta competencia en los niveles individual y familiar. Además, organizan e incentivan actividades que permiten que los individuos y la familia completa adquieran y fortalezcan las competencias cruciales.
Entender cuáles son las competencias específicas permite al grupo propietario mejorar de manera sistemática las competencias faltantes porque puede desarrollarlas internamente o invitar a un agente externo (asesores o miembros ajenos al panel familiar) que complemente su competencia a nivel familiar.
Una familia que tiene una estrategia de desarrollo de la competencia de la propiedad tiene una ventaja crucial, ya que hace que las expectativas y requerimientos sean consistentes y transparentes para todos los miembros. Así, se reduce el conflicto.
El desarrollo sistemático de la competencia puede ser supervisado por un Comité de Competencia de la Propiedad (OCC, por sus siglas en inglés), que en lo posible sea multidisciplinario e intergeneracional. Un defensor de la competencia que haya sido elegido por la familia deberá presidir este comité.
English to Spanish: BODY DYSMORPHIC DISORDER MODIFICATION OF THE Y-BOCS General field: Medical Detailed field: Psychology
Source text - English BODY DYSMORPHIC DISORDER MODIFICATION OF THE Y-BOCS (BDD-YBOCS)
(Adult version)
For each item circle the number of the response which best characterizes the patient during the past week.
TIME OCCUPIED BY THOUGHTS ABOUT BODY DEFECT
How much of your time is occupied by THOUGHTS about a defect or flaw in your appearance [list body parts of concern]?
Add up all the time spent each day.
0 = None
1 = Mild (less than 1 hr/day)
2 = Moderate (1-3 hrs/day)
3 = Severe (greater than 3 and up to 8 hrs/day)
4 = Extreme (greater than 8 hrs/day)
INTERFERENCE DUE TO THOUGHTS ABOUT BODY DEFECT
How much do your THOUGHTS about your body defect(s) interfere with your social or work (or school or role) functioning?
(Is there anything you aren't doing or can't do because of them’)
Examples include (but are not limited to):
Y/N Spending time with friends
Y/N Dating
Y/N Intimacy (physical or emotional) in relationships
Y/N Attending social functions
Y/N Going to school/work each day
Y/N Being on time for or missing school/work
Y/N Focusing at school/work
Y/N Productivity at school/work
Y/N Doing homework or maintaining grades
Y/N Daily activities/errands/chores
0 = None
1 = Mild, slight interference with social, occupational, or role activities, but overall performance not impaired
2 = Moderate, definite interference with social, occupational, or role performance, but still manageable
3 = Severe, causes substantial impairment in social, occupational, or role performance
4 = Extreme, incapacitating
DISTRESS ASSOCIATED WITH THOUGHTS ABOUT BODY DEFECT
Rate "disturbing" feelings or anxiety that seem to be triggered by these thoughts, not general anxiety or anxiety associated with other symptoms.
0 = None
1 = Mild, not too disturbing.
2 = Moderate, disturbing.
3 = Severe, very disturbing.
4 = Extreme, disabling distress
RESISTANCE AGAINST THOUGHTS OF BODY DEFECT
How much of an effort do you make to resist these THOUGHTS?
How often do you try to disregard them or turn your attention away from these thoughts as they enter your mind?
Only rate effort made to resist, NOT success or failure in actually controlling the thoughts.
How much a patient resists the thoughts may or may not correlate with ability to control them.
0 = Makes an effort to always resist, or symptoms so minimal doesn't need to actively resist
1 = Tries to resist most of time
2 = Makes some effort to resist
3 = Yields to all such thoughts without attempting to control them but yields with some reluctance
4 = Completely and willingly yields to all such thoughts
TIME SPENT DOING COMPULSIVE BEHAVIORS RELATED TO BODY DEFECT
The next several questions are about the activities/behaviors you do in relation to your body defects.
Checking mirrors or other reflecting surfaces
Checking the appearance of the disliked body areas directly
Which one of these universes is more interesting to you?
Which one has more value?
So today I want to take you to a journey to explore and understand the origin of life, the future and where it is headed and an ethical dilemma that may arise from understanding this.
First things first, Earth was formed 4.5 billion years ago.
Life happened fairly quickly, within the first few hundred million years.
So that's very fast.
Think about that next time you feel like you're aging too fast.
And here is how life works.
Life is a form of chemistry, a form of chemistry that explores solutions in response to the problems in its own immediate chemical environment.
Life is a form of chemistry that retains a memory of these solutions over billions of years.
And life's first solution was quite the trick: copy itself.
This is astounding.
We would not be standing here today if other tricks didn't follow, like how to use water as a source of electrons, or how to use the nitrogen in the atmosphere, or how to chew on sunlight.
I am chemistry that explores.
I am chemistry that defies degradation, and I am chemistry that remembers.
I am a tiny part of an unbroken four-billion-year-old heritage, a four-billion-year-old linkage.
Life makes our planet an incredibly exotic place compared to the rest of the known universe.
This is the only place that it is known to exist.
In fact, you can study physics or chemistry or geology anywhere else in the universe.
But this is the only place where you can study biology.
Well, I happen to be a biologist on the only planet where you can be a biologist in the entire universe.
And that makes my job very, very special, right?
Because our planet offers an incredible opportunity to explore its own origins and understand how chemistry converted itself into an agent capable of responding to its environment and stimulating itself in response to this.
In the past 10 years, there has been remarkable innovations in our understanding of origin of life.
I lead a research laboratory, and we are using statistics and mathematical models and evolutionary systems and infer the sequences of ancient DNA that existed billions of years ago.
We then synthesize these ancient DNA molecules and engineer them inside organisms.
For the first time, we are able to activate molecules that existed billions of years ago to understand and capture what happened back then.
We also stimulate and simulate ancient environments in the lab to understand the ingredients by creating them from water, air and rocks.
This means accessing and obtaining chemistry that is novel.
This means the ability to drive chemical reactions so that they can create chemistry that organizes itself.
This means having chemistry in hand that may act lifelike.
Translation - Spanish Imaginen dos universos.
En el primero, la vida prospera en casi todos los planetas.
Flota en su atmósfera, nada en sus mares, descansa en sus playas.
Hay vida de todas las formas y tamaños que puedan imaginar.
Ahora imaginen otro universo sin ningún indicio de vida
Las estrellas colisionan, las galaxias explotan, los meteoritos chocan. Hay asteroides por todos lados.
Mucha acción, sin duda, pero no hay vida.
La pregunta es:
¿Cuál universo es más interesante para ustedes?
¿Cuál es más valioso?
Hoy, quiero que viajemos para explorar y entender el origen de la vida, el futuro que nos espera y un dilema ético que puede surgir a partir de esto.
Primero lo primero: la Tierra se formó hace cuatro mil quinientos millones de años.
La vida apareció bastante rápido, dentro de los primeros cien millones de años.
Eso es bastante rápido.
Recuérdenlo la próxima vez que crean que están envejeciendo muy rápido.
Y así funciona la vida.
La vida es química.
Química que busca soluciones a los problemas de su propio ambiente químico inmediato.
Química que recuerda estas soluciones desde hace miles de millones de años.
Y la primera solución de la vida fue la más importante: copiarse a sí misma.
Esto es extraordinario.
No estaríamos aquí presentes sin las soluciones que llegaron después: usar el agua como fuente de electrones, aprovechar el nitrógeno de la atmósfera o procesar la luz solar.
Soy química que explora.
Soy química que desafía la degradación. Soy química que recuerda.
Soy una pequeñísima parte de una descendencia y un nexo inquebrantables de cuatro mil millones de años de edad.
La vida hace de nuestro planeta un lugar increíblemente exótico comparado con el resto del universo conocido.
Es el único lugar en donde se conoce que existe.
De hecho, podrían estudiar física, química o geología en cualquier parte del universo.
Pero este es el único lugar donde pueden estudiar biología.
Resulta que soy bióloga en el único planeta donde es posible serlo en todo el universo.
Y eso hace que mi trabajo sea muy, muy especial, ¿cierto?
Porque nuestro planeta ofrece una increíble oportunidad para explorar sus propios orígenes y entender cómo la química se convirtió en un agente capaz de interactuar con su ambiente y desarrollarse como consecuencia.
En los últimos 10 años, han surgido innovaciones increíbles que nos ayudan a entender el origen de la vida.
Dirijo un laboratorio de investigación donde utilizamos modelos estadísticos y matemáticos, y sistemas de desarrollo evolutivo que nos han permitido deducir las secuencias de ADN que existieron hace miles de millones de años.
Luego, sintetizamos estas moléculas de ADN prehistórico y las manipulamos dentro de los organismos.
Por primera vez, somos capaces de activar las moléculas que existieron hace miles de millones de años para así entender qué pasó en ese entonces.
También estimulamos y simulamos ambientes prehistóricos para entender los ingredientes que componían el agua, el aire y las rocas.
Esto significa acceder y obtener química novedosa.
Esto significa llevar a cabo reacciones químicas que crean química que se organiza por sí sola.
Significa tener química en nuestras manos que actúa como en la vida.
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Bachelor's degree - Universidad de Belgrano
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LANGUAGE SPECIALIST AT YOUR SERVICE
I'm a passionate English-Spanish professional translator, editor, and proofreader based in Buenos Aires, Argentina.
I offer linguistic services to clients who seek to exceed standard quality expectations.
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