Kesulitan Belajar

1. I’m my Position
2. The Enemy is out there
3. The Illusion of Taking Charge
4. The Fixation on event
5. The Parable of Boiled Frog
6. The Dellusion of learning from experience
7. The myth of the management team
Star Guide
Keterampilan Nurturing change pada organisasi pembelajaran melalui :
1. Personal Mastery
2. Mental models
3. Team Learning
4. Systems thingking
5. Shared vision
Kepemimpinan dalam kerangka Organisasi
Pembelajaran
• Kita menggunakan kepemimpinan sebagai “proses memupuk
perubahan” dalam kerangka organisasi belajar
• Organisasi pembelajaran adalah tempat di mana anggotanya belajar
menggali dan memahami nilai, praktek, dan menciptakan visi
Bersama secara terus menerus sebagai bagian dari tim pembelajaran
suatu system
Arti Leadership : Keterampilan
1. Sharpen personal mastery
2. Inspire shared vision
3. Align people, resources and practices
4. Learn to listen, listen to learn
5. Nurture values and systems thinking
Apa yang dilakukan pemimpin?
Peneliti : Creates new knowledge
Perancang : Shapes structures
Steward : zlooks after everyone’s welfare
Guru : Nurtures values and learning
How can the STARGUIDE Framework help us
become more effective leaders?
The STAR Guide framework is a tool that can help us develop good
thinking and planning habits.
 The Guide
1. Analisa
2. Teori hambatan
3. Analisa akar masalah
4. Desain strategi
5. Pengembangan strategi
6. Implementasi dan pertanggungjawaban
7. Evaluasi
 PERSONAL MASTERY
• “Personal mastery is the discipline of continually clarifying and
deeping our personal vision, of focusing our energy, of developing
patience, and of seeing reality objectively.
Peter Senge, The Fifth Dicipline, p 9
Mengapa melihat ke dalam?
• Perubahan besar dan berarti sering datang dari dalam
• Kita selalu biasa mengubah diri kita sendiri
• Kenalkah anda dengan diri anda sendiri?
To Change others….
• “Be the change you want to see in the world”

Mahatma Gandhi
 Mental Model
• Mental Models are deeply ingrained assumptions, genelalizations, or
even pictures or images thar influence how we understand the world
and how we take action.

Peter Senge, The Fifth Dicipline, p 8

 Menatal Models
• Mentals models are the lenses through which we observe reality
• Our preception of reality is totally dependent upon tha amount
distortion in these lenses. But do we accept that we all have these
lenses?
 System Thinking
• The Fifth Discipline – a discipline seeing things whole
• “system thinking is a ….. Body of knowledge and tools that has been
developed… to make full patterns clearer and to help us see how to
change them effectively.”

Peter E senge
 System
• A system is something that maintain its existence and function as a
whole through the interaction of its parts
• A system has properties above and beyond the properties of the parts
that comprise them. These are called “emergent’ properties
Sebuah Hukum Berfikir Sistem
• Today’s problems come form yesterday solutions.

E.g. Medical specialty education

Structure influences behavior
• 15% of errors are workwe related
• 85% of errors are system related
• Managers are responsible for systems

Dr, W Edward Deming

Team Learning
• The process of aligning and developing the capacity of a team
• To create the results its members truly desire
Team learning involves mastering
• Dialogue

• Discussion
Dialogue
• Free and creative exploration of complex and subtle issues
• Deep listening
• Suspending of one’s views
• Thinking “out of the box”
Discussion
• Different views are presented and defended and there is search for
best view.
 Vision
• Personal Vision : ‘What do I want to happen or create?”
• Share vision : “What do we want to happen or create?”
Personal and Shared Vision
• Shared visions emerge form personal visions
• Personal visions come from an individual deep caring
• Shared visions come from a common caring
Some Issues
1. Should a vision be achiveabel under present conditions?
2. Should a vision really be sahred by all?
SMART Strategic objectives
• Specific
• Measurable
• Action-oriented
• Realistic
• Time bound
• People are not the problems of development
• People are the solutions to the problems of development
• Our people are our best resource
Singapur !
Jepang !
Start small –Act now
• Blame no one
• Expect nothing
• do something
Responses to error
• Denial

• Depression

• Externalize

• Embrace
Why consult a map when it is wrong?
• If your patient winces when you mention the cost of surgery that
needs to be done, offer to retouch th x-rays instead.
Dead horse management
• Change riders
• Buy a stronger whip
• Fall back on : “This is the way we’ve always ridden”
• Appoint a committee to study the dead horse
• Arrange a visit to other sites to see how they ride dead horses
• Appoint the standards for riding dead horse
• Train people to improve riding skills
• Compare the state of dead horse in today’s environtment
• Change the requirements so that the horse no longer meets the standard of being dead
• Hire a consultant to show how to ride a dead horse
• Harness several dead horses together to increase speed
• Increase funding to improve the horse’s performance
• Declare a dead horse less costly that a live one
Dead horse management
• Form a work group to finde uses for dead horses
• Changer the performance requierments for the horse
• Promote the dead horse to supervisory position
The remedy is to find an open mind
To learn is to move from comfort to
discomfort
• To be uncertain means to consider the possibility that our perceptions
are wrong
• And that there are still many things we need to learn
Paradigm Shift
• Unlearning ust often taken place for true learning to happen

• What counts most is what we learn when w ethink we already know

everything
Organitzations and change
• Poor organizations do not change
• Good organizations react quickly to change
• Great organizations create change
Belajar dari alam
1. Personal Mastery : memahirkan terbang mandiri
2. Mental model ; pemimpin adalah di depan
3. Shared vision : mencari daerah panas yang aman
4. Team Learning : terbang dalam formasi V
5. Sustem Thinking : sinergi