Presentasi sedang didownload. Silahkan tunggu

Presentasi sedang didownload. Silahkan tunggu

SLLO Strategic Leadership & Learning Organization Purnawan Junadi.

Presentasi serupa

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


2 SLLO Strategic Leadership & Learning Organization Purnawan Junadi

3 Mengapa anda disini?

4 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

5 Tentang apa?

6 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?

7 Masa depan kita Globalisasi Desentralisasi Perubahan struktur Sosial

8 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!

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

10 Source: Thomas L. Friedman, The Lexus and the Olive Tree, Anchor Books, New York, 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”

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

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

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

14 Desentralisasi Old Game EksekutifPresidenDPRDepartemen New Game LegislatifBupatiDPRDDinas

15 J. Paul Getty, US oil billionaire



18 Belajar

19 Belajar adalah 2 karakter 1. Belajar: simbol mengumpulkan ilmu pengetahuan diatas anak yang berdiri di jalan pintu masuk 2. Berlatih terus: simbol burung yang belajar terbang, yang dapat dibagi lagi atas simbol terbang diatas simbol kepemudaan


21 I am my position Louis XVI

22 The enemy is out there !!

23 The illusion of taking charge

24 The fixation on events

25 The parable of boiled frog

26 The dellusion of learning from experience

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


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

30 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

31 Arti Leadership: Ketrampilan 1. Sharpen personal mastery 2. Inspire shared visions 3. Align people, resources and practices. 4. Learn to listen, listen to learn 5. Nurture values and systems thinking

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

33 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.

34 Star Guide Framework

35 The Guide 1. Analisa 2. Teori hambatan 3. Analisa akar masalah 4. Desain strategi 5. Pengembangan strategi 6. Implentasi dan pertanggungjawaban 7. Evaluasi

36 The STAR Framework

37 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


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

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

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

42 The STAR Framework

43 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

44 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?






50 Maryse



53 The STAR Framework

54 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

55 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

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


58 Structure influences behavior 15% of errors are worker related15% of errors are worker related 85% of errors are systems related85% of errors are systems related Managers are responsible for systemsManagers are responsible for systems Dr. W. Edwards Deming Dr. W. Edwards Deming

59 The STAR Framework

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

61 Team Learning involves mastering: Dialogue Dialogue Discussion. Discussion.

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

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

64 Insert Team Theme

65 The STAR Framework

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

67 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.

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

69 What do you want to happen? Vision

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

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

72 Smart objectives Are you avoiding the dragons?

73 Vision Strategic SMART Objectives Are you avoiding the dragons?


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


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

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


80 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.




84 Responses to error DenialDepressionExternalizeEmbrace

85 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.”

86 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

87 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

88 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

89 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

90 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.

91 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

92 The remedy is to have an open mind.

93 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

94 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

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




99 1. 1. 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 Belajar dari Alam

100 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. PROSES DAN HASIL: BUKAN MI INSTAN

101 Insert Believe Theme

Download ppt "SLLO Strategic Leadership & Learning Organization Purnawan Junadi."

Presentasi serupa

Ads by Google