MEREKONSTRUKSI INDONESIA BARUDISCIPLINE PEOPLEDISCIPLINE THOUGHTSDISCIPLINE ACTIONSCULTURAL FOUNDATION:MULTICULTURAL PRINCIPLES & LOCAL WISDOMS CONSERVATIONMILITARY SERVICEMACRO FOUNDATIONMICRO FOUNDATIONINSTITUTIONALIZATIONABLE PEOPLE/LEADERSHIPDYNAMIC GOVERNANCE

MEREKONSTRUKSI INDONESIA BARUDISCIPLINE PEOPLEDISCIPLINE THOUGHTSDISCIPLINE ACTIONSCULTURAL FOUNDATION:MULTICULTURAL PRINCIPLES & LOCAL WISDOMS CONSERVATIONMILITARY SERVICEMACRO FOUNDATIONMICRO FOUNDATIONINSTITUTIONALIZATIONABLE PEOPLE/LEADERSHIPDYNAMIC GOVERNANCE

WHY GREAT COMPANIES/ ORGANIZATIONS FAILEDLEADERSHIP &CORPORATE TRANSFORMATIONINVENT THE FUTUREESCAPE FROM THE PASTSOURCE : C.K.PRAHALAD, 1994

KUNCI-KUNCI SUKSES ERA 80anBENCMARKINGBUSINESS PROCESS REENGINERING (BPR)G E (Six Sigma)KAIZENWORLD CLASS (3C+1C)GOOD TO GREAT (3D)BALANCE SCORE CARD (BSC)LEARNING ORGANIZATIONKNOWLEDGE MANAGEMENTKNOWING ORGANIZATIONBLUE OCEAN STRATEGYU THEORY ....... etc

KEY SUCCESS FACTORSCHEAPER BETTER FASTERNEWERSMARTERRADICAL RESPONSESINCREMENTAL RESPONSESVALUE CREATION FOR SURVIVAL & GROWTHBPRBenchmarkingKaizenTQM6 LEARNING ORGANIZATIONOthers

WARNINGS Organizations are going to have to unlearn a lot of their past, and to learn how to learn new core competencies to win the racefor the global competition The greatest danger in times of turbulence, is not the turbulence.It is to act with yesterdays logic If you dont change you diePeter DruckerC.K. PrahaladPhase 1 : Unconcious IncompetencePhase 2 : Concious IncompetencePhase 3 : Concious CompetencePhase 4 : Unconcious CompetenceThe Need for Change :

Dasar Kompetisi

Affair(-- E-)Infant Mortality(P---)Founder orFamily Trap(P- E-)UnfulfilledEntrepreneur(Pa Ei)PrematureAging(PaeL)DivorceCourtship(paEi)Infant(Paei)Go-Go(PaEi)Adolescence(pAEi)Prime (PAEi)Stable (Pael)Aristocracy (pAel)GrowingAgingFigure : The Culture of AristocracySource : Ishak Adizes Corporate Life Cycle 2000

INNOVATION THRU TALENTED PEOPLE

TALENTED CREATIVE PEOPLE ARE :DIFFICULTDEMANDINGDISAGREEABLEDISOBEDIENTDISLIKEABLEDISORGANIZEDDISPUTINGDISRESPECTFULDISCORDANTSource : Managing the future, Michael J.KamiFIND PEOPLEWHO CAN MAKETHE DIFERENCE

Innovation & LearningSemangka Kubus Para petani tengah menghias semangka berbentuk kubus dengan pita, sebelum dikapalkan ke koperasi petani di kawasan Zentsuji, Jepang. Semangka yang dikembangkan untuk menghemat ruang dalam kulkas itu dijual dengan harga 10.000 yen (sekitar Rp. 680.000) per buah). Kompas Selasa, 18 Juni 2002

Gambaran fisik :Seiap hari jantung seorang manusia berdenyut sebanyak 100.000 kali, untuk memompa darah melalui pembuluh darah arteri, vena dan kapiler yang total panjangnya mencapai 255.000.000 kmSetiap sel otak manusia mampu menerima sampai 15.000 sinyal secara bersamaan dalam waktu 0,00000015 detik. Dalam keadaan aktif, proses kimia otak mampu menghasilkan listrik sebesar 10 watt (Best89 & Mulia PR 261100)Otak seorang bayi manusia memiliki potensi berupa triliunan sambungan antar neuron.Melalui suatu proses alamiah, otak memusnahkan sebagian sambungan potensial yang jarang atau tidak digunakan. Penelitian Charles Bonnet (Vanders et. Al. 94)Rosenzwig (Vanders et. Al. 94) Jika otak dirangsang, berapapun usia Anda, akan membentuk lebih banyak tonjolan (ptoruberans) pada setiap tangan (tentacle) sel-selnya.Rose & Nicholl, (97) membuktikan bahwa otak yang sering digunakan, selain akan memiliki jumlah sambungan yang lebih banyak, juga akan memperpanjangumur orang tersebut.Source : Jann Hidajat Tjakraatmadja Studio Manajemen II-ITB 09/01/01

Source : Jann Hidajat Tjakraatmadja Studio Manajemen II-ITB 09/01/01

TODAYS CHALLENGES; THE DYNAMIC OF THE ORGANIZATIONLEVERAGINGRESOURCE&CAPABILITYCHANGELEARNING

Apa makna pengintegrasian Ekonomi ASEAN (MEA/AEC) 2015 BAGI NKRI DAN DAERAHLiberalisasi Aliran MODAL, TENAGA KERJA TRAMPIL BARANG/JASAKIAT-KIAT BERSAING : CHEAPER, BETTER, FASTER, NEWER, SMARTERLevel of Playing-field equal untuk sesama negara ASEAN Standardisasi&Sertifikasi PRODUK/JASA, TENAGA KERJA

Beberapa Rumusan PENCIPTAAN DAYA SAING SUMBERDAYA MANUSIA KE TINGKAT DUNIAWorld Class = D X V(c3) X C > RSPIRITS 3 D (DISIPLINE PEOPLE, THOUGHT, & ACTION) *

SPIRITS 3 D (DISIPLINE PEOPLE, THOUGHT, & ACTION)

*KERANGKA SISTEM DYNAMIC GOVERNANCE

MEREKONSTRUKSI INDONESIA BARUDISCIPLINE PEOPLEDISCIPLINE THOUGHTSDISCIPLINE ACTIONSCULTURAL FOUNDATION:MULTICULTURAL PRINCIPLES & LOCAL WISDOMS CONSERVATIONMILITARY SERVICEMACRO FOUNDATIONMICRO FOUNDATIONINSTITUTIONALIZATIONABLE PEOPLE/LEADERSHIPDYNAMIC GOVERNANCE

Agenda Utama*

FRAMEWORK, TOOL & SYSTEMBUILDING A SUCCESSFULLCHANGE PROGRAM

ChangeDimensionTheory ETheory OCombinedLEADERSHIPGOALFOCUSPROCESSREWARD SYSTEMMaximize shareholder valueDevelop organizational capabilitiesExplicitly embrace the paradox between E and OEncourage participation from the bottomSet direction from the top and engage the people belowManage change from the top downEmphasize structure and systemBuild up corporate cultureFocus simultaneously on the hard and the softPlan and establish programExperiment and involvePlan for spontaneityMotivate through Financial incentivesMotivate through commitment-Use pay as fair exchangeUse incentives to reinforce change but not to drive itTHEORY IN MANAGING CHANGE

Methods, framework, model or solutions that enable an organization to embrace and execute its change initiatives in a way that is manageable and thrive that organization to be better performerCHANGE MANAGEMENT WHAT IS IT

CHANGE MANAGEMENT-BERGERS MODEL

2-ND CURVE/NEW ECONOMY GLOBALIZATION DEREGULATION & PRIVATIZATION VOLATALITY CONVERGENCE INDETERMINATE INDUSTRY BOUNDARIES STANDARDS DISINTERMEDIATION ECOSENSITIVITY OTHERS 1-ST CURVESOURCESCHALLENGES: DOING BUSINESS WORLDWIDE TEMPORARY ALLIANCES FOCUS ON SPEED REEVALUATE BUSINESS MODEL THE DISCONTINUITIES THAT CONSTITUTE THE NEW ECONOMY WILL DEMAND NEW SKILL SETS AMONG MANAGEMENT TEAMSTIMEPERFORMANCE(1) THE TRIGGERS OF CHANGE-NEW ECONOMY

INFRASTRUCTURE

Structure, System, ProcessENVIRONMENTSTAKEHOLDERSMISSION/VISIONRESULTSBEHAVIORSPRACTICESACTIVITIESOBJECTIVESVALUESSTRATEGIC GOALS(2) WHAT ARE OUR BUSINESSESMODEL HOW DO WE DO

(3) ARE OUR CAPABILITIESMATCH WITH OUR WORLDOUR RESOURCESAND CAPABILTIESOUR WORLD

4 CHANGE RESPONSESMODE OF CHANGE MANAGEMENTTUNINGRE-DIRECTINGADAPTINGOVER-HAULINGANTICIPATORYREACTIVEINCREMENTALRADICALLOWHIGHLOWHIGHCOMPLEXITYINTENSITYNTEXECUTIVE-LEDCHANGEVISIONVISIONSTRATEGIESTANGIBLEASSETINFRASTRUCTURECULTURESTRUCTUREPEOPLE(4) CHANGE DECISION-WHAT IS OUR AGENDA

(5) STABILIZING CHANGE PLAN-HOW TO MAKE ITORGANIZATION DO NOT CHANGE, PEOPLE DO

RESISTANCE TO CHANGE

DIRECTION OF CHANGE

CHANGE BECOME A HABITKEY SUCCESS FACTORTO A SUCCESSFULL CHANGE

SOURCES OF RESISTANCETO CHANGEINDIVIDUALRESISTANCEHabitSecuritySelectiveInformationProcessingEconomicFactorsFear ofUnknownORGANIZA-TIONALRESISTANCEStructuralInertiaLimitedFocus of ChangeThreat toEstablishedResources AllocationGroup InertiaThreat toExpertiseThreat toEstablishedPowerRelationship

STRATEGIC FRAME MISSIONVISIONSTRATEGIESRELATIONSHIPPROCESSES POLICIESOPERATING PROCEDURECULTURE/VALUESOURCE OF RESISTANCE TOCHANGE-CORPORATE INERTIA

SOURCE OF RESISTANCETO CHANGE-PARADIGMPARADIGMIncentivesStories/MythSymbolsPowerStructureOrganizationalStructureControlSystemCommunicationRites/Ritual

BUILDING LEARNING ORGANIZATIONFRAMEWORK, TOOL & SYSTEM

BUILDING LEARNING ORGANIZATIONIN THE NEW ECONOMY, STRATEGY RESOURCES NO LONGER COME OUT OF THE GROUND. STRATEGY RESOURCES ARE IDEAS AND INFORMATION THAT COME OUT OF OUR MINDS.- John SculeyAgricultureIndustryServicesKnowledgePersonnel Adm.HRDHuman Capital

BUILDING LEARNING ORGANIZATIONTHERE WILL BE NO POOR COUNTRIES. THERE WILL ONLY BE IGNORANT COUNTRIES.- Peter DruckerIT USED TO BE THAT THE MAIN DIFFERENCE BETWEEN PEOPLE WAS BETWEEN THOSE WHO HAVE MORE VERSUS THOSE WHO HAVE LESS.TODAY, HOWEVER, THE DIFFERENCE IS BETWEEN THOSE WHO KNOW MORE AND THOSE WHO KNOW LESS.- Brian Tracy

BUILDING LEARNING ORGANIZATIONTHE REAL VOYAGE OF DISCOVERY CONSISTS NOT IN SEEKING NEW LANDSCAPES, BUT HAVING NEW EYES.- Marcel Proust

BUILDING LEARNING ORGANIZATIONWE LEARN BY THINKING AND THE QUALITY OF THE LEARNING OUTCOME IS DETERMINED BY THE QUALITY OF OUR THOUGHT.- Ronald . SchmeckOur ThoughtThe Way WeDo and CommunicateWho We AreWhat WillWe EarnWill driveWill labelWill determine

BUILDING LEARNING ORGANIZATIONWHY SHOULD WE LEARN???The most urgent in today rapid change environment is learning how to learn and learning fasterWHAT IS BEST DRIVER TO LEARN???

BUILDING LEARNING ORGANIZATIONIF YOUR MIND IS EMPTY, IT IS ALWAYS READY FOR ANYTHING; IT IS OPEN FOR EVERYTHING. IN THE BEGINNERS MIND THERE ARE MANY POSSIBILITIES; IN THE EXPERTS MIND THERE ARE FEW.- Suzuki RoshiZen Mind, Beginners MindWHY PEOPLE FEEL DIFFICULT TO LEARN?

- Chris ArgyrisAt the core of human and organizational life is the concern for acting effectively.Action are produced by individuals using their mind/brain.The way the mind/brain produces actions is to use designs that are stored in, and retrievable from, the human mind/brain.That designs are called Mental ModelsTHE WAY OF OUR THINKING:FOUNDATION OF LEARNING

The images, assumptions, and stories which we carry in our mind of ourselves, other people, institutions, and every aspect of the world.An abstraction of all our perceptions and experiences in the world, which we use to guide our decisions.Are intuitive generalizations from observations of real-world events.Are multifaceted, including distinguishable sub model focused on ends (goals), means (strategy, policy) and connections between them.Another Way of Saying Mental Model:Managerial Perceptions; Cognitive Maps; Templates; Causal Maps; Frames; Belief Structure; Tacit Understanding; Assumptions; Mental Pictures; Worldview; Blind spots;Strategic Frames; Shared Perspectives; Ideologies; MindsetMENTAL MODEL:FOUNDATION OF LEARNING

CREATIVE TENSION:INTEGRATING PRINCIPLECurrentRealityVision

LEARNINGLEARNING: WHAT IS ITCognitiveBehavioralEmotional

WHAT IS LEARNING:THEORY OF EDGAR H. SCHEINLearning is the acquisition of information to build our knowledge base. Knowledge Acquisition and Insight.Learning is the acquisition of behavioral habits and skills. Habit and Skill Learning.Learning is emotional conditioning. Emotional conditioning and Learned Anxiety.Learning can occur only if the learner recognizes a problem and is motivated to learn to a sufficient degree to overcome it.

LEARNING TYPE:KNOWLEDGE ACQUISITIONLEARNING WILL BE CREATING A SUCH CONDITION THAT CALLED ANXIETY 1, IS THE FEELING ASSOCIATED WITH AN INABILITY AND UNWILLINGNESS TO LEARN SOMETHING NEW, BECAUSE IT APPEARS TOO DIFFICULT OR DISRUPTIVEEven with a new insight, the learner often cannot consistently produce the right kind of behavior or skill to solve the problem.

LEARNING TYPE:HABIT AND SKILL LEARNINGERRORS AND WRONG BEHAVIOR ARE NOT PUNISHED, BUT ARE IGNORED SO THAT THE LEARNER REMAIN FOCUS ON IMPROVING AND REFINING CORRECT BEHAVIOR. WE NEED OPPORTUNITIES TO PRACTICE AND TO MAKE ERROR.Unlearning is emotionally difficult because the history of past success and our human need to have a stable and predictable environment that give culture such force.

LEARNING TYPE:EMOTIONAL CONDITIONINGIF YOU PUT A DOG IN A GREEN ROOM, RING A BELL, AND THEN GIVE THE DOG A PAINFUL ELECTRIC SHOCK, IT WILL FAIRLY QUICKLY LEARN TO AVOID GREEN ROOM, AND IF IT HEARS A BELL, THE DOG WILL RUN AWAY OR COWE ANXIOUSLY. EVEN IF YOU TURN THE SHOCK IN THE GREEN ROOM OFF, THE DOG WILL NOT ENTER IT AND, THEREFORE, WILL NOT DISCOVER THAT THE SHOCK IS OFF.Or complex of human mind is able to defend itself against messages that make us anxious.

MANAGING THE ANXIETIES:CREATING ANXIETY 2CREATE NEW ANXIETY (ANXIETY 2) THAT MUST BE GREATER THAN ANXIETY 1, IN ORDERNEW LEARNING TO OCCUR.ANXIETY 2 IS THE FEAR, SHAME, OR GUILT ASSOCIATED WITH NOT LEARNING ANYTHING NEW.FOR AN ORGANIZATIONAL TO CHANGE, IT MUST FIRST BE UNFREEZING, THAT REQUIRES 3 SIMULTANEOUS MANAGEMENT PROCESSES:Disconfirmation Creation of Guilt (Creating Anxiety 2) Creation of Psychological Safety.

BUILDING LEARNING PROCESS:PARALLEL LEARNING SYSTEMONE CANNOT ASK OTHERS TO LEARN SOMETHING NEW, IF ONESELF DONT.LEARNING REQUIRES SOME PERIOD OF STEPPING OUTSIDE OF ONES OWN CULTURE, BEFORE DISCOVER THE LIMITATION OF ONES OWN PRESENT AND POSSIBILITIES INHERENT IN OTHER CULTURE.THE ANXIETIES ARE MANAGEABLE ONLY IF THEY ARE SHARED AND MANAGED JOINTLY IN A GROUP.LEARNING PROCESS WILL NOT SPREAD UNLESS A TRANSITION GROUP IS CREATED THAT WILL BE ACCOUNTABLE FOR THE ORGANIZATIONAL LEARNING PROCESS.4 ASSUMPTION

BUILDING LEARNING PROCESS:PARALLEL LEARNING SYSTEMHOW TO CREATE CLIMATE FOR LEARNINGLEADERS MUST LEARN SOMETHING NEW.LEADERS MUST CREATE A CHANGE MANAGEMENT GROUP.THE STEERING COMMITTEE MUST GO THROUGH ITS OWN LEARNING PROCESS.THE STEERING COMMITTEE MUST DESIGN THE ORGANIZATIONAL LEARNING PROCESS.TASK FORCES MUST LEARN HOW TO LEARN.THE TASK FORCES MUST CREATE SPECIFIC CHANGE PROGRAMS.THROUGHOUT THE PROCESS, THE STEERING COMMITTEE MUST MAINTAIN COMMUNICATION.THE STEERING COMMITTEE MUST DEVELOP MECHANISMS FOR CONTINUOUS LEARNING.

LEARNING:CORE LEARNING COMPETENCIESLEARNINGBuilding Share VisionSurfacing andTesting MentalModelSystem Thinking

BUILDING SHARED VISION.

SURFACING AND TESTING MENTAL MODEL.

SYSTEM THINKING.Encouraging Personal VisionCommunicating and Asking for SupportVisioning as Ongoing ProcessSeeing Leaps of AbstractionBalancing Inquiry and AdvocacyDistinguishing Espoused Theory and Theory in UseSeeing Interrelationship, Not Things, and ProcessMoving Beyond BlameFocusing on High Areas of LeverageLEARNING:CORE LEARNING COMPETENCIES

LEARNING ORGANIZATION-GLOSSARYLEARNINGGAINING KNOWLEDGE OR SKILLS, OR DEVELOPING A BEHAVIOR, THROUGH STUDY, INSTRUCTION OR EXPERIENCE.KNOWLEDGETHE SUM OF WHAT IS KNOWN: A BODY OF TRUTHS, PRINCIPLES AND INFORMATION THAT, IN A BUSINESS CONTEXT, GUIDE OPERATION.LEARNING ORGANIZATIONAN ORGANIZATION THAT IS ABLE TO TRANSFORM ITSELF BY ACQUIRING NEW KNOWLEDGE, SKILLS OR BEHAVIORS.

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