MEREKONSTRUKSI INDONESIA

BARU

DYNAMIC
GOVERNANCE

ABLE
PEOPLE/LEADERSHIP

MICRO FOUNDATION

MACRO FOUNDATION

INSTITUTIONALIZATION

MILITARY SERVICE

DISCIPLINE PEOPLEDISCIPLINE THOUGHTS

DISCIPLINE ACTIONS
CULTURAL
FOUNDATION:

MULTICULTURAL PRINCIPLES &

LOCAL WISDOMS CONSERVATION

MEREKONSTRUKSI INDONESIA
BARU

DYNAMIC
GOVERNANCE

ABLE
PEOPLE/LEADERSHIP

MICRO FOUNDATION

MACRO FOUNDATION

INSTITUTIONALIZATION

MILITARY SERVICE

DISCIPLINE PEOPLEDISCIPLINE THOUGHTS

DISCIPLINE ACTIONS
CULTURAL
FOUNDATION:

MULTICULTURAL PRINCIPLES &

LOCAL WISDOMS CONSERVATION

WHY GREAT COMPANIES/

ORGANIZATIONS FAILED
ESCAPE FROM THE
PAST

INVENT THE
FUTURE

LEADERSHIP &
SOURCE : C.K.PRAHALAD,
1994

CORPORATE
TRANSFORMATION

KUNCI-KUNCI SUKSES ERA

80an
1. BENCMARKING
2. BUSINESS PROCESS REENGINERING
(BPR)
3. G E (Six Sigma)
4. KAIZEN
5. WORLD CLASS (3C+1C)
6. GOOD TO GREAT (3D)
7. BALANCE SCORE CARD (BSC)
8. LEARNING ORGANIZATION
9. KNOWLEDGE MANAGEMENT
10.KNOWING ORGANIZATION
11.BLUE OCEAN STRATEGY
12.U THEORY ....... etc

KEY SUCCESS
FACTORS
INCREMENTAL
RESPONSES

-Benchmarkin
g

CHEAPER
BETTER
FASTER
NEWER
SMARTER

B
P
R

-Kaizen
-TQM
-6

LEARNING
ORGANIZATION
-Others

RADICAL
RESPONSES

VALUE CREATION
FOR SURVIVAL &
GROWTH

WARNINGS
The
greatest
danger in
times of
turbulence, is
not the
turbulence
.

If you dont
change you
die

C.K.

ItPeter
is to act
Prahalad
Drucker
with
yesterdays
logic
Organizations
Organizationsare
aregoing
goingto
tohave
haveto
tounlearn
unlearnaalot
lotof
oftheir
theirpast,
past,

and
andto
tolearn
learnhow
howto
tolearn
learnnew
newcore
corecompetencies
competenciesto
towin
winthe
therace
race
for
forthe
theglobal
globalcompetition
competition

Phase 1 :
Unconciou
s
Incompete

The Need for

:Phase 3 :
Phase 2Change
:
Concious
Incompete
nce

Concious
Compete
nce

Phase 4 :
Unconcio
us
Compete

Dasar Kompetisi
P
E
R

DAYA
SAING
OTAK

ORGANISASI
YANG CERDAS

M
I

INOVASI

ORGANISASI
YANG INOVATIF

N
T
A

ORGANISASI YANG FLEKSIBEL

PILIHAN

FLEXIBLE
COMPANY

A
N
KUALITAS

ORGANISASI YANG
QUALITY
COMPANY
BERKUALITAS

P
A
S

ORGANISASI YANG
EFFICIENT
EFISIEN
COMPANY

BIAYA

A
R

TAHUN

60-

70-

80-

90-

2000 - an

Figure : The Culture of Aristocracy

Stable
(Pael)

Prime (PAEi)

Adolescen
ce
(pAEi)

Divorce

Premature
Aging
(PaeL)

Aristocracy
(pAel)

Unfulfilled
Entreprene
ur
(Pa Ei)
Founder or
Family Trap
(P- E-)

GoGo
(PaE
i)
Infant
(Paei)

Infant
Mortality
(P---)
Courts
hip
(paEi)

Affai
r
(-E-)

Growing
Source : Ishak Adizes Corporate Life

Aging

INNOVATION THRU
TALENTED PEOPLE

FIND PEOPLE
WHO CAN MAKE
THE DIFERENCE
TALENTED CREATIVE
PEOPLE ARE :
DIFFICULT
DEMANDING
DISAGREEABLE
DISOBEDIENT
DISLIKEABLE
DISORGANIZED
DISPUTING
DISRESPECTFUL
DISCORDANT

Source : Managing the future,

Innovation & Learning

Kompas Selasa, 18 Juni 2002

Semangka Kubus

Para petani tengah menghias semangka

berbentuk kubus dengan pita, sebelum dikapalkan ke koperasi petani di
kawasan Zentsuji, Jepang. Semangka yang dikembangkan untuk menghemat

Gambaran fisik :
Seiap hari jantung seorang manusia berdenyut sebanyak 100.000
kali, untuk memompa darah melalui pembuluh darah arteri, vena dan
kapiler yang total panjangnya mencapai 255.000.000 km
Setiap sel otak manusia mampu menerima sampai 15.000 sinyal secara
bersamaan dalam waktu 0,00000015 detik. Dalam keadaan aktif, proses kimia
otak mampu menghasilkan listrik sebesar 10 watt (Best89 & Mulia PR 261100)
Otak seorang bayi manusia memiliki potensi berupa triliunan sambungan antar
neuron.
Melalui suatu proses alamiah, otak memusnahkan sebagian sambungan potensial
yang jarang atau tidak digunakan. Penelitian Charles Bonnet (Vanders et. Al. 94)
Rosenzwig (Vanders et. Al. 94) Jika otak dirangsang, berapapun usia Anda,
akan membentuk lebih banyak tonjolan (ptoruberans) pada setiap tangan
(tentacle) sel-selnya.
Rose & Nicholl, (97) membuktikan bahwa otak yang sering digunakan,
selain akan memiliki jumlah sambungan yang lebih banyak, juga akan
memperpanjangumur orang tersebut.

Source : Jann Hidajat Tjakraatmadja Studio Manajemen II-ITB

2. Otak bagian kiribawah disebut

sebagai otak
Organisatoris

3. Otak bagian kananbawah disebut

sebagai otak
personalis.

1. Otak bagian kiri-atas

disebut sebagai otak analis

4. Otak bagian kananatas disebut sebagai

otak strategis/visualis

Source : Jann Hidajat Tjakraatmadja Studio Manajemen II-ITB

TODAYS CHALLENGES; THE

DYNAMIC OF THE ORGANIZATION

CHANGE

LEARNING

LEVERAGING
RESOURCE
&
CAPABILITY

Apa makna pengintegrasian Ekonomi ASEAN (MEA/AEC)

2015 BAGI NKRI DAN DAERAH

Liberalisasi
Liberalisasi Aliran
Aliran
MODAL,
MODAL, TENAGA
TENAGAKERJA
KERJA
TRAMPIL
TRAMPIL BARANG/JASA
BARANG/JASA

Standardisasi&S
Standardisasi&S
ertifikasi
ertifikasi
PRODUK/JASA,
PRODUK/JASA,
TENAGA
TENAGA KERJA
KERJA

Level
Level of
of Playing-field
Playing-field
equal
equaluntuk
untuk sesama
sesama
negara
negara ASEAN
ASEAN

KIAT-KIAT
KIAT-KIATBERSAING
BERSAING ::
CHEAPER,
CHEAPER,BETTER,
BETTER,
FASTER,
FASTER,NEWER,
NEWER,SMARTER
SMARTER

New Paradigm : COMPETING WHILE COLLABORATING

Beberapa Rumusan PENCIPTAAN DAYA SAING

SUMBERDAYA MANUSIA KE TINGKAT DUNIA

World Class = D X V(c3) X C > R

SPIRITS 3

D (DISIPLINE PEOPLE,

THOUGHT, & ACTION)

24

KERANGKA SISTEM DYNAMIC

GOVERNANCE
26

MEREKONSTRUKSI INDONESIA
BARU

DYNAMIC
GOVERNANCE

ABLE
PEOPLE/LEADERSHIP

MICRO FOUNDATION

MACRO FOUNDATION

INSTITUTIONALIZATION

MILITARY SERVICE

DISCIPLINE PEOPLEDISCIPLINE THOUGHTS

DISCIPLINE ACTIONS
CULTURAL
FOUNDATION:

MULTICULTURAL PRINCIPLES &

LOCAL WISDOMS CONSERVATION

Agenda Utama

28

BUILDING A SUCCESSFULL
CHANGE PROGRAM

FRAMEWORK, TOOL & SYSTEM

THEORY IN MANAGING CHANGE

Change
Dimension

Theory E

GOAL

Maximize
shareholder value

LEADERSHIP

Manage change
from the top down

FOCUS

Emphasize
structure and
system
Plan and establish
program

PROCESS

REWARD
SYSTEM

Motivate through
Financial
incentives

Theory O

Combined

Develop
organizational
capabilities
Encourage
participation from
the bottom

Explicitly embrace the

paradox between E and
O
Set direction from the top
and engage the people
below

Build up corporate
culture

Focus simultaneously on
the hard and the soft

Experiment and
involve

Plan for spontaneity

Motivate through
commitment-Use
pay as fair
exchange

Use incentives to
reinforce change but not
to drive it

CHANGE MANAGEMENT
WHAT IS IT

CONTEXT

CHANGE

ACTORS

Methods,
framework,
model or solutions that
enable an organization
to embrace and execute
its change initiatives in
a
way
that
is
manageable and thrive
that organization to be
better performer

CHANGE MANAGEMENTBERGERS MODEL

PERFORMANCE

2-ND CURVE/NEW ECONOMY

(1) THE TRIGGERS
OF CHANGENEW ECONOMY
THE DISCONTINUITIES THAT
CONSTITUTE
THE
NEW
ECONOMY WILL DEMAND NEW
SKILL
SETS
AMONG
MANAGEMENT TEAMS

1-ST CURVE

SOURCES
GLOBALIZATION
DEREGULATION
& PRIVATIZATION
VOLATALITY
CONVERGENCE
INDETERMINATE
INDUSTRY BOUNDARIES
STANDARDS
DISINTERMEDIATION
ECOSENSITIVITY
OTHERS
TIME

CHALLENGES:
DOING BUSINESS WORLDWIDE
TEMPORARY ALLIANCES
FOCUS ON SPEED
REEVALUATE BUSINESS MODEL

(2) WHAT ARE OUR BUSINESSES

MODEL HOW DO WE DO
ENVIRONMENT
MISSION/VISION
VALUES

STRATEGIC GOALS
INFRASTRUCTURE

OBJECTIVES

Structure, System, Process

PRACTICES
BEHAVIORS

ACTIVITIES
RESULTS

STAKEHOLDERS

(3) ARE OUR CAPABILITIES

MATCH WITH OUR WORLD

OUR WORLD

OUR RESOURCES
AND CAPABILTIES

(4) CHANGE DECISIONWHAT IS OUR AGENDA

STRATEGIES

INFRA
STRUCTURE

STRUCTURE
PEOPLE

VISION

CULTURE

TANGIBLE
ASSET

ANTICIPATORY

REACTIVE

RE-

TUNING DIRECTING
OVERADAPTING
HAULING
INCREMENTAL

RADICAL

HIGH

INTENSITY

4 CHANGE RESPONSES

MODE OF CHANGE MANAGEMENT

T
N

EXECUTIVE-LED
CHANGE

LOW
LOW

COMPLEXITY

HIGH

(5) STABILIZING CHANGE PLANHOW TO MAKE IT

TIM
PELAKSANA

PROYEK
PERUBAHAN
MENGELOLA
PROSES
PERUBAHAN
SPONSOR
PERUBAHAN

FASILITATOR

ORGANIZATION DO NOT CHANGE, PEOPLE DO

KEY SUCCESS FACTOR

TO A SUCCESSFULL CHANGE

RESISTANCE TO CHANGE

DIRECTION OF CHANGE

CHANGE BECOME A HABIT

SOURCES OF RESISTANCE
TO CHANGE
Selective
Information
Processing

Habit

INDIVIDUAL
RESISTANCE

Fear of
Unknown

Threat to
Established
Resources
Allocation

Security

Economic
Factors

Threat to
Established
Power
Relationship

Structural
Inertia

Limited
Focus of
Change

ORGANIZATIONAL
RESISTANCE

Threat to
Expertise

Group
Inertia

SOURCE OF RESISTANCE TO
CHANGE-CORPORATE INERTIA

STRATEGICFRAME

MISSION
VISION
STRATEGIES

RELATIONSHIP
PROCESSES

POLICIES
OPERATING PROCEDURE

CULTURE/VALUE

SOURCE OF RESISTANCE
TO CHANGE-PARADIGM

Rites/Ritual

Stories/
Myth

Symbols

Communication
PARADIGM

Control
System

Power
Structure

Organizational
Structure
Incentives

BUILDING
LEARNING ORGANIZATION

FRAMEWORK, TOOL & SYSTEM

BUILDING
LEARNING ORGANIZATION
IN THE NEW ECONOMY, STRATEGY RESOURCES
NO LONGER COME OUT OF THE GROUND.
STRATEGY
RESOURCES
ARE
IDEAS
AND
INFORMATION THAT COME OUT OF OUR MINDS.
- John Sculey

Agriculture Industry
Personnel Adm.

HRD

Services

Knowledge
Human Capital

BUILDING
LEARNING ORGANIZATION
THERE WILL BE NO POOR COUNTRIES. THERE
WILL ONLY BE IGNORANT COUNTRIES.
- Peter Drucker

IT USED TO BE THAT THE MAIN DIFFERENCE

BETWEEN PEOPLE WAS BETWEEN THOSE WHO
HAVE MORE VERSUS THOSE WHO HAVE LESS.
TODAY,
HOWEVER,
THE
DIFFERENCE
IS
BETWEEN THOSE WHO KNOW MORE AND THOSE
WHO KNOW LESS.
- Brian Tracy

BUILDING
LEARNING ORGANIZATION

THE REAL VOYAGE OF DISCOVERY CONSISTS

NOT IN SEEKING NEW LANDSCAPES, BUT
HAVING NEW EYES.

- Marcel Proust

BUILDING
LEARNING ORGANIZATION
WE LEARN BY THINKING AND THE QUALITY OF
THE LEARNING OUTCOME IS DETERMINED BY
THE QUALITY OF OUR THOUGHT.
- Ronald . Schmeck

Our
The Way We
Who
Thought Do and
We Are
Communicate
Will drive

Will label

What Will
We Earn

Will determine

BUILDING
LEARNING ORGANIZATION

WHY SHOULD WE LEARN???

The most urgent in today rapid change
environment is learning how to learn and learning
faster

WHAT IS BEST DRIVER TO LEARN???

BUILDING
LEARNING ORGANIZATION

WHY PEOPLE FEEL DIFFICULT TO LEARN?

IF YOUR MIND IS EMPTY, IT IS ALWAYS READY
FOR ANYTHING; IT IS OPEN FOR EVERYTHING. IN
THE BEGINNERS MIND THERE ARE MANY
POSSIBILITIES; IN THE EXPERTS MIND THERE
ARE FEW.
- Suzuki Roshi
Zen Mind, Beginners Mind

THE WAY OF OUR THINKING:

FOUNDATION OF LEARNING

At the core of human and organizational life is

the concern for acting effectively.
Action are produced by individuals using their
mind/brain.
The way the mind/brain produces actions is to
use designs that are stored in, and retrievable
from, the human mind/brain.
- Chris Argyris

That designs are called Mental Mod

MENTAL MODEL:
FOUNDATION OF LEARNING
The images, assumptions, and stories which we
carry in our mind of ourselves, other people,
institutions, and every aspect of the world.
An
abstraction of all our perceptions and
experiences in the world, which we use to
guide our decisions.
Are intuitive generalizations from observations
of real-world events.
Are multifaceted, including distinguishable sub
model focused on ends (goals), means
Another
Way of Saying Mental
Model: and
(strategy,
policy)
connections between
Managerial Perceptions; Cognitive Maps; Templates; Causal Maps; Frames; Belief
Structure;
Tacit Understanding; Assumptions; Mental Pictures; Worldview; Blind
them.

spots;Strategic Frames; Shared Perspectives; Ideologies; Mindset

CREATIVE TENSION:
INTEGRATING PRINCIPLE

Current
Reality

Vision

LEARNING:
WHAT IS IT

Emotional

Behavioral

Cognitive

LEARNING
LEARNING

WHAT IS LEARNING:
THEORY OF EDGAR H. SCHEIN
Learning is the acquisition of information to
build our knowledge base.
Knowledge
Acquisition and Insight.
Learning is the acquisition of behavioral habits
and skills.
Habit and Skill Learning.
Learning is emotional conditioning.
Emotional
conditioning
and Learned
Anxiety.
Learning can occur only if the learner recognizes a
problem and is motivated to learn to a sufficient degree
to overcome it.

LEARNING TYPE:
KNOWLEDGE ACQUISITION
LEARNING WILL BE CREATING A SUCH
CONDITION THAT CALLED ANXIETY 1, IS THE
FEELING ASSOCIATED WITH AN INABILITY
AND UNWILLINGNESS TO LEARN SOMETHING
NEW, BECAUSE IT APPEARS TOO DIFFICULT
OR DISRUPTIVE
Even with a new insight, the learner often cannot
consistently produce the right kind of behavior or skill to
solve the problem.

LEARNING TYPE:
HABIT AND SKILL LEARNING

ERRORS AND WRONG BEHAVIOR ARE NOT

PUNISHED, BUT ARE IGNORED SO THAT THE
LEARNER REMAIN FOCUS ON IMPROVING
AND REFINING CORRECT BEHAVIOR. WE
NEED OPPORTUNITIES TO PRACTICE AND TO
MAKE ERROR.
Unlearning is emotionally difficult because the history of
past success and our human need to have a stable and
predictable environment that give culture such force.

LEARNING TYPE:
EMOTIONAL CONDITIONING
IF YOU PUT A DOG IN A GREEN ROOM, RING
A BELL, AND THEN GIVE THE DOG A PAINFUL
ELECTRIC SHOCK, IT WILL FAIRLY QUICKLY
LEARN TO AVOID GREEN ROOM, AND IF IT
HEARS A BELL, THE DOG WILL RUN AWAY OR
COWE ANXIOUSLY. EVEN IF YOU TURN THE
SHOCK IN THE GREEN ROOM OFF, THE DOG
WILL NOT ENTER IT AND, THEREFORE, WILL
NOT DISCOVER THAT THE SHOCK IS OFF.
Or complex of human mind is able to defend itself
against messages that make us anxious.

MANAGING THE ANXIETIES:

CREATING ANXIETY 2
CREATE NEW ANXIETY (ANXIETY 2) THAT MUST
BE GREATER THAN ANXIETY 1, IN ORDERNEW
LEARNING TO OCCUR.
ANXIETY 2 IS THE FEAR, SHAME, OR GUILT
ASSOCIATED WITH NOT LEARNING ANYTHING
NEW.
FOR AN ORGANIZATIONAL TO CHANGE, IT
MUST FIRST BE UNFREEZING, THAT REQUIRES
3 SIMULTANEOUS MANAGEMENT PROCESSES:
Disconfirmation Creation of Guilt
(Creating Anxiety 2) Creation of

BUILDING LEARNING PROCESS:

PARALLEL LEARNING SYSTEM
4 ASSUMPTION
ONE CANNOT ASK OTHERS TO LEARN SOMETHING NEW,
IF ONESELF DONT.
LEARNING REQUIRES SOME PERIOD OF STEPPING
OUTSIDE OF ONES OWN CULTURE, BEFORE DISCOVER
THE LIMITATION OF ONES OWN PRESENT AND
POSSIBILITIES INHERENT IN OTHER CULTURE.
THE ANXIETIES ARE MANAGEABLE ONLY IF THEY ARE
SHARED AND MANAGED JOINTLY IN A GROUP.
LEARNING PROCESS WILL NOT SPREAD UNLESS A
TRANSITION GROUP IS CREATED THAT WILL BE
ACCOUNTABLE FOR THE ORGANIZATIONAL LEARNING
PROCESS.

BUILDING LEARNING PROCESS:

PARALLEL LEARNING SYSTEM
HOW TO CREATE CLIMATE FOR LEARNING
LEADERS MUST LEARN SOMETHING NEW.
LEADERS MUST CREATE A CHANGE MANAGEMENT
GROUP.
THE STEERING COMMITTEE MUST GO THROUGH ITS
OWN LEARNING PROCESS.
THE STEERING COMMITTEE MUST DESIGN THE
ORGANIZATIONAL LEARNING PROCESS.
TASK FORCES MUST LEARN HOW TO LEARN.
THE TASK FORCES MUST CREATE SPECIFIC CHANGE
PROGRAMS.
THROUGHOUT
THE
PROCESS,
THE
STEERING
COMMITTEE MUST MAINTAIN COMMUNICATION.
THE
STEERING
COMMITTEE
MUST
DEVELOP

LEARNING:
CORE LEARNING COMPETENCIES
LEARNING
LEARNING

Surfacing and
Testing Mental
Building
System Thinking
Model
Share Vision

LEARNING:
CORE LEARNING COMPETENCIES
BUILDING SHARED VISION.
Encouraging Personal Vision
Communicating and Asking for Support
Visioning as Ongoing Process

SURFACING
AND
TESTING
MODEL.

Seeing Leaps of Abstraction

MENTAL

Balancing Inquiry and Advocacy

Distinguishing Espoused Theory and Theory in Use

SYSTEM
THINKING.
Seeing Interrelationship,
Not Things, and Process
Moving Beyond Blame
Focusing on High Areas of Leverage

LEARNING ORGANIZATIONGLOSSARY
LEARNING
GAINING KNOWLEDGE OR SKILLS, OR DEVELOPING A
BEHAVIOR,
THROUGH
STUDY,
INSTRUCTION
OR
EXPERIENCE.

KNOWLEDGE

THE SUM OF WHAT IS KNOWN: A BODY OF TRUTHS,

PRINCIPLES AND INFORMATION THAT, IN A BUSINESS
CONTEXT, GUIDE OPERATION.

LEARNING ORGANIZATION
AN ORGANIZATION THAT IS ABLE TO TRANSFORM ITSELF BY
ACQUIRING NEW KNOWLEDGE, SKILLS OR BEHAVIORS.