Perubahan dalam Organisasi
The Fifth Discipline: Shared Vision
•
Collective change requires a commonality of
purpose (mission)
•
Commonality of purpose arise from a shared
vision
•
Popol Vuh text from Mayan
–
We did not put our ideas together. We put our
purposes together. And we agreed, and then we
The Fifth Discipline: Shared Vision
Context Assumption Action Result
Rule Insight Principle Pattern of Relationship (System) Pattern of
Behavior Event
Values Vision
Purpose (Mission)
BHAG (Big Hairy Audacious Goal)
Who we are and wish to be:
- What we are passionate about (Rasa)
- What we can be best at (Cipta)
- What drives our economic engine (Karya)
DRIVING ENGINE
Mechanical Conceptual
The Fifth Discipline: Shared vision
Essence
Principle
Practice
• Commonality of purpose
• Partnership
• “hared isio as Hologra
• Commitment vs compliance
• Visioning process
Sharing personal vision Listening to others
Allowing freedom of choice
The Fifth Discipline: Shared Vision
Five starting points to start Shared Vision
Telling
Selling
Testing
Consulting
Co - creating
Required capacity for direction setting and learning Required capacity for leadership among the troops Dependence on
the boss capacity for leadership
Degree of active involvement
The Fifth Discipline: Shared Vision
1.
Telli g: We’ e got to do this it’s our isio , e
excited about it, or reconsider your vision for
our areer here
2.
“elli g: We ha e the est a s er, let’s see if e
a get ou to u i
3.
Testi g: What e ites ou a out this isio ?
What does ’t?
4.
Co sulti g: What isio do e
ers
re o
e d that e adopt?
5. Co
–
reati g: Lets reate the future e
The Fifth Discipline: Shared Vision
•
Telling
–
Inform people directly, clearly and consistently
–
Tell the truth about current reality
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Be clear about what is negotiable and what is not
–
Paint the details, but not too many details
•
Limits
The Fifth Discipline: Shared Vision
•
Selling
– Keep channels open for responses
– Support enrollment, not manipulation
– Build o our relatio ship ith the usto er – your employees
– Focus on benefits, not features
– Mo e fro the ro al e to the perso al I
•
Limits
The Fifth Discipline: Shared Vision
•
Testing
– Provide as much information as possible, to improve the quality of responses
– Make a clean test
– Prote t people’s pri a
– Combine questionnaire with face to face interviews – Test for motivation, utility and capability
•
Limits
The Fifth Discipline: Shared Vision
•
Consulting
–
Use the as ade pro ess to gather i for atio
–
Build in protection against distortion of the
message
–
Gather and disseminate results
–
Do ’t tr to tell a d o sult si ulta eousl
•
Limit
The Fifth Discipline: Shared Vision
• Co-creating
– Start with personal vision
– Treat everyone as equal
– Seek alignment, not agreement
– Among teams, encourage interdependence – and diversity
– Avoid sampling
– Have people speak only for themselves
– Expect nurture reverence for each other
– Co sider usi g a i teri isio to uild o e tu
