1. Presentasi Creating Learning Organisation 2.0

8/22/2019 1. Presentasi Creating Learning Organisation 2.0

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CREATING LEARNINGORGANIZATIONS : INTEGRATING

THE FIVE DISCIPLINES

Moh Ainul YaqinDidik Suharsoyo

Arma Roosalina

M. Darussalam

Lily A Widya Winata

Tjatur Prijambodo


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Basic Problems The concept of a learning organization is still in its

infancy.

Some would even argue that it is an unattainableideal. Perhaps that is a fair statement at themoment, but statements like that have fallen by

the wayside over and over again throughouthistory.

People would never be able to fly,

No one would ever break the four-minute mile,humankind would never set foot on the moon

The list could go on and on.

One of the core characteristics of learningorganizations is to challenge assumptions like these.

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Creating a Learning Organization by Integrating

The Five Disciplines

1. Personal mastery

2. Mental models

3. Building shared vision

4. Team learning

5. Systems thinking

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The Five Disciplines of Organizational Learning

Personal Mastery

The ability to continually: Clarify and deepen personal vision,

Focus energies,

Develop patience,

See reality objectively.

The focus in personal mastery is on

individual learning.

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Mental Models

Deeply ingrained assumptions orgeneralizations that influence how we

understand the world and how we

take action. Involves surfacing and examining

organizational assumptions, in order to

understand organizational systemsbetter and to develop more effective

solutions.

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Building Shared Vision

This discipline entails

building and holding a

shared picture of the future

and developing the

capacity to meet that vision.

It begins with individualvisions that are used to co-

create the shared vision.

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Team Learning

Involves engagingin dialogue and the

process of thinking

and learning

together.

It cannot happen

without first

focusing on

individual learning. 8AKK MARS 2009


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System Thingking

The cornerstone oforganizational learning that tiesthe other four disciplinestogether.

In a nutshell, systems thinking isthe study of system structureand behavior.

It focuses on the

interrelationships oforganizational systems, lookingat the whole rather than theindividual parts.

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Integrating 5 Disciplines

An organization must first create the followingconditions:

1. A safe and open environment

2. A culture that encourages and rewards risk-taking

3. An orientation that is positive and forward-thinking4. An ability to tolerate delays and uncertainty

5. An ability to focus on long-term outcomes rather thanshort-term gains or fixes

6. A culture that challenges the status quo7. An atmosphere that encourages inquiry, curiosity, andreflection, not conformity

8. An organizational structure that encourages self-direction and self-evaluation

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Implementing

The first step in creating a

learning organization is to

make a careful assessmentof current reality

Ten Steps to a Learning

Organization, the authors

include an assessment tool

(pp. 61-67)

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Ten Steps to a Learning OrganizationPeter Kline & Bernard Saunders (1/2)

1. Assess Your Learning

Culture

2. Promote the Positive

3. Make the Workplace

Safe for Thinking

4. Reward Risk-Taking

5. Help People Become

Resources for Each

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Ten Steps to a Learning OrganizationPeter Kline & Bernard Saunders (2/2)

6. Put Learning Powerto Work

7. Map Out The Vision

8. Bring the Vision toLIFE

9. Connect the

Systems

10. Get the Show on

the Road

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Assumption (1/2)

The assessment will shed light on underlyingassumptions that need to be challenged

1. There will always be organizational politics(with or without power), so we might as well

get used to it. People will exercise that powerbased on self-interest.

2. An organization must be controlled and

directed by tightly controlling its employees.3. Time spent at an organization must yield

product or service; time spent in learning orreflection is a luxury and hard to come by.

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Assumption (2/2)

4. Work inevitably conflicts with personal lives,and organizations have no responsibility inimproving the balance between the two.

Therefore, employees must separate theirpersonal lives from their professional lives.

5. The best way to learn is through real worldexperiences, that is, through performance.

6. Effective leaders are those who set thedirection, make key decisions, and rally thetroops.

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Politics (1/2)

For many organizations, politics are, sadly, away of life. However, the consequences ofplaying politics are often disastrous. Decisionsabout scarce resources are made based on who

has power, not on the desired outcomes for theorganization.

To change this culture, organizations need toclarify values or guiding principles.

How do we want to operate as an organization? It begins at the level of personal mastery andends with shared vision.

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Politics (2/2)

Employees need to be able to articulate theirpersonal visions and mesh them into anorganizational vision.

Decisions must then be made based on theirability to move the organization toward thatvision.

This requires that leadership truly believe thatpeople want to contribute and be part ofsomething larger than themselves.

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Controlling and Directing (1/2)

The perceived need for tight organizational controlsdates back to the days of scientific management. It isa history we are still trying to shake.

The control that is needed in a learning organization isnot through hierarchy but rather through learning.

Organizations need to invest in improving the qualityof thinking and the capacity for reflection in itsemployees.

Personal mastery will help employees develop theability to respond effectively to decision-making.

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Controlling and Directing (2/2)

Systems thinking will enable them to see the

bigger picture.

Ultimately, the work of executives must

become more visionary.

They must gain a greater understanding of

the forces driving change and design the

learning processes to help employees

understand these driving forces.

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Productivity (1/2)

The priority that organizations place onmeasurable productivity also dates back to thedays of scientific management.

We tend to be an action-oriented culture, so anysign of inactivity is deemed to be unproductive.

Albert Einstein, however, recognized the fallacy inthis thinking with the following quote he hung inhis office at Princeton: "Not everything that

counts can be counted, and not everything thatcan be counted counts." Once again challengingthis assumption leads us to personal mastery.

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Productivity (2/2)

Top managers need to

model the behavior

that learning and

reflection are not only

valued but are critical

to the success of the

organization.

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Vision (1/3)

Separating professional and personal life is an

expectation that has evolved in our society.

In an agrarian economy, it was neitherpossible nor necessary to create such a

separation. As we became a more urban

society, however, with most people leaving

home to work, those boundaries, artificial as

they may be, seemed more reasonable.

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Vision (2/3)

Today, we appear to moving back to moreintegration. Indeed, systems thinking is all aboutintegration of the whole.

A shared vision, in order to truly be shared, mustbe based on the integration of personal visions,and those personal visions include both personaland professional goals.

Personal mastery is about all aspects of life, not

just work life. Ultimately, both individuals andorganizations must take responsibility forchallenging this assumption.

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Vision (3/3)

Individuals must set theirpersonal goals,communicate them, andstick to them.

Organizations must createa structure and culturethat will provideemployees with guidanceand support in achievingthose goals.

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Daftar Pustaka

Bocaneanu, S 2007, Assessment of organizational learning withinteams,Journal of Applied Quantitative Methods, vol. 2, no. 4, hal.

409-17.

Cors, R 2003, What is a learning organization? reflections on the

literature and practitioner perspectives, University of Wisconsin,

Madison.

Goh, SC 1998, Toward a learning organization: the strategic bulding

blocks, Sam Advanced Management Journal, edisi Spring 1998,

hal. 15-22.

Jacobs, M 2008, Creating learning organizations: integrating the five

disciplines, Systems In Sync, East Thedford, VT.

Serrat, O 2009, Building a learning organization, Knowledge

Solutions, edisi Mei 2009, no. 6, hal. 1-8.25AKK MARS 2009


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Terima Kasih

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1. Presentasi Creating Learning Organisation 2.0

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