Presentasi sedang didownload. Silahkan tunggu

Presentasi sedang didownload. Silahkan tunggu

SLLO Strategic Leadership & Learning Organization

Presentasi serupa

Presentasi berjudul: "SLLO Strategic Leadership & Learning Organization"— Transcript presentasi:

1 SLLO Strategic Leadership & Learning Organization
Purnawan Junadi

2 Mengapa anda disini?

3 Motto Interupsi kapan saja
Bertanya apa saja, tapi mungkin kami tidak dapat menjawabnya Kita “setuju” untuk tidak sependapat Kesalahan adalah pembelajaran Belajar bersama seumur hidup

4 Tentang apa?

5 Punyakah anda kamus belajar?
Studying vs learning Dari SD, SMP, SMA, S1 Terbiasa duduk diam, mendengarkan Terbiasa tidak bertanya, meskipun….. Apa yang ada di kamus anda Kepatuhan Keingin tahuan Skeptis? 5

6 Masa depan kita Globalisasi Desentralisasi Perubahan struktur Sosial

7 Globalisasi: Princess Diana’s death
An English princess with an Egyptian boyfriend crashes in a French tunnel, driving a German car with a Dutch engine, driven by a Belgian who was high on Scottish whiskey, followed closely by Italian Paparazzi, on Japanese motorcycles, treated by an American doctor, using Brazilian medicines! And this is sent to you by a Malaysian, using Bill Gates' technology which he stole from the Japanese. And you are probably reading this on one of the IBM clones that use Taiwanese-made chips, and Korean made monitors, assembled by Bangladeshi workers in a Singapore plant, transported by lorries driven by Indians, hijacked by Indonesians and finally sold to you by Chinamen!

8 The world is 10 years old ! -Wall Street Journal, 1999
True or false?

9 Defining Characteristics
The Old and New Worlds Defining Characteristics Cold War Balance of power Nuclear weapons Wall “How big is your missile?” Hotline Separation Friends or enemies “The Treaty” Globalization Integration Computerization Web “How fast is your modem?” Internet Connectedness Competitors “The Deal” Source: Thomas L. Friedman, The Lexus and the Olive Tree, Anchor Books, New York, 1999.

10 The Old and New Worlds Structures of Power Cold War Globalization
Nation-states Super-powers Globalization Nation-states Super-markets Super-empowered individuals Source: Thomas L. Friedman, The Lexus and the Olive Tree, Anchor Books, New York, 1999.

11 Indonesia baru merdeka sekitar 10 tahun !
Apa pendapat anda?

12 Decentralization: changing the game
Regional Program Regional Program Regional Program Future Realities Sectoral Program Sectoral Program Sectoral Program Goals/Problems Goals/Problems Current Realities Sectoral Program Sectoral Program Sectoral Program Goals/Problems

13 Desentralisasi Old Game New Game Eksekutif Legislatif Bupati Presiden
DPR Departemen New Game Legislatif Bupati DPRD Dinas

14 At a time of rapid change experience could be your worst
enemy J. Paul Getty, US oil billionaire

15 15

16 Learn or die !

17 Belajar

18 Belajar adalah 2 karakter
Belajar: simbol mengumpulkan ilmu pengetahuan diatas anak yang berdiri di jalan pintu masuk Berlatih terus: simbol burung yang belajar terbang, yang dapat dibagi lagi atas simbol terbang diatas simbol kepemudaan

19 Kesulitan Belajar

20 I am my position Louis XVI

21 The enemy is out there !!

22 The illusion of taking charge

23 The fixation on events

24 The parable of boiled frog

25 The dellusion of learning from experience

26 The myth of the management team
The 1992 USA dream team

27 Memulai Pembelajaran

28 Star Guide Ketrampilan nurturing change pada organisasi pembelajaran melalui: 1. Personal mastery 2. Mental models 3. Team learning 4. Systems thinking 5. Shared vision

29 Kepemimpinan dalam kerangka organisasi pembelajaran
Kita menggunakan kepemimpinan sebagai “proses memupuk perubahan” dalam kerangka organisasi belajar. Organisasi pembelajaran adalah tempat dimana anggotanya belajar menggali dan memahami nilai, praktek, dan menciptakan visi bersama secara terus menerus sebagai bagian dari tim pembelajaran suatu sistem

30 Arti Leadership: Ketrampilan
Sharpen personal mastery Inspire shared visions Align people, resources and practices. Learn to listen, listen to learn Nurture values and systems thinking

31 Apa yang dilakukan pemimpin?
Peneliti : Creates new knowledge Perancang : Shapes structures Steward : Looks after everyone’s welfare Guru : Nurtures values and learning

32 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.

33 Star Guide Framework

34 The Guide Analisa Teori hambatan Analisa akar masalah Desain strategi
Pengembangan strategi Implentasi dan pertanggungjawaban Evaluasi

35 The STAR Framework

36 Personal Mastery “Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.” Peter Senge, The Fifth Discipline, p 9


38 Orientasi Kreatif Orientasi Reaktif Apa yang ingin saya ciptakan
untuk diri saya sendiri dan orang-orang yang saya pedulikan? Bagaimana saya menciptakan situasi ini? Orientasi Reaktif Apa yang mereka inginkan sekarang? Siapa yang melakukan hal ini kepada saya?

39 Mengapa melihat kedalam?
Perubahan besar dan berarti sering datang dari dalam Kita selalu bisa mengubah diri kita sendiri Kenalkah anda dengan diri anda sendiri?

40 To change others... “Be the change you want to see in the world.”
Mahatma Gandhi

41 The STAR Framework

42 Mental Model Mental models are deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action.” Peter Senge, The Fifth Discipline, p.8

43 Mental Models Mental models are the lenses through which we observe reality. Our perception of reality is totally dependent upon the amount of distortion in these lenses. But do we accept that we all have these lenses?






49 Maryse



52 The STAR Framework

53 Systems Thinking The “Fifth Discipline” - a discipline for seeing things whole. “Systems 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 Senge: The Fifth Discipline, p7

54 System A system is something that maintains its existence and functions 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

55 Sebuah Hukum Berpikir Sistem
Today’s problems come from yesterday’s solutions. E.g. medical specialty education


57 Structure influences behavior
15% of errors are worker related 85% of errors are systems related Managers are responsible for systems Dr. W. Edwards Deming

58 The STAR Framework

59 Team Learning The process of aligning and developing the capacity of a team to create the results its members truly desire.

60 Team Learning involves mastering:
Dialogue Discussion.

61 Dialogue Free and creative exploration of complex and subtle issues.
Deep listening Suspending of one’s views Thinking “out of the box”

62 Discussion Different views are presented and defended and there is search for best view.

63 Insert Team Theme

64 The STAR Framework

65 Vision Personal Vision: “What do I want to happen or create?”
Shared Vision: “What do we want to happen or create?”

66 Personal and shared vision
Shared visions emerge from personal visions. Personal visions come from an individual’s deep caring. Shared visions come from a common caring.

67 Some issues 1. Should a vision be achievable under present conditions?
2. Should a vision really be shared by all?

68 What do you want to happen?

69 SMART strategic objectives
Specific Measurable Action-oriented Realistic Time bound

70 Think big Beyond Imagination That’s Impossible Looks Difficult
Easy to do

71 Are you avoiding the dragons?
Smart objectives

72 Are you avoiding the dragons?
Vision Strategic SMART Objectives


74 People are the solutions to the problems of development
People are not the problems of development People are the solutions to the problems of development Our people are our best resource Singapur ! Jepang !


76 Think big Beyond Imagination That’s Impossible Looks Difficult
Easy to do

77 Start small - Act now Blame no one, expect nothing, do something.


79 Exercise everyday. Stop smoking. Eat nutritious food
Exercise everyday. Stop smoking. Eat nutritious food. Practice safer sex. Take vitamins daily. Sleep early. The quick brown fox jumped over the lazy dog. Now is the best time for all good men to come to the aid of their country. Less is more. Take long walks. Choose a sport and maintain fitness by practicing your sport regularly. Study and read daily. Have a medical checkup every year. See your dentist at least twice a year. Love everyone. Stop hate.

80 Exercise daily !

81 Prinsip Pembelajaran


83 Responses to error Denial Depression Externalize Embrace

84 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 the x-rays instead.”

85 Ancient wisdom and dead horses
Ancient wisdom says that when you discover you are riding a dead horse, the best strategy is to dismount However, in organizations we often try many other strategies, including the following

86 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

87 Arrange a visit to other sites to see how they ride dead horses
Raise the standards for riding dead horses Appoint a task force to revive the dead horse Train people to improve riding skills

88 Compare the state of dead horses in today’s environment
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

89 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.

90 Form a work group to find uses for dead horses
Change the performance requirements for the horse Promote the dead horse to a supervisory position

91 The remedy is to have an open mind.

92 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

93 Paradigm shift Unlearning must often taken place for true learning to happen What counts most is what we learn when we think we already know everything

94 Organizations and change
Poor organizations do not change Good organizations react quickly to change Great organizations create change


96 Learn learning


98 Belajar dari Alam Personal Mastery: memahirkan terbang mandiri;
Mental Model: pemimpin adalah yg didepan Shared Vision: mencari daerah panas yang aman. Team Learning: terbang dlm formasi V Systems Thinking: sinergi

Penampilan yang anggun dan mantap; hasil dari keyakinan dan dedikasi dalam jangka waktu yang panjang. Aristotle ( BC): Kita ini adalah hasil apa yang dikerjakan berulang-ulang. Karena itu, keunggulan bukanlah hasil sebuah tindakan melainkan hasil suatu kebiasaan.

100 Insert Believe Theme

Download ppt "SLLO Strategic Leadership & Learning Organization"

Presentasi serupa

Iklan oleh Google