Personal Mastery

&
Mental Model
Kelompok 4:
Ade Irma Rosiani, Ary Dwiaji, Estherlina Sitorus, Enny Nuryanti, Irfan Ardani, Rafika
Oktivaningrum, Siti Nurul Laeliyah

Kadang kita merasa

Source: http://www.knutofstbo.com/50/personal-mastery-and-career /

The fifth discipline

MENTAL
MODEL

SHARED
VISION
SYSTEMS
THINKING

PERSONAL
MASTERY

TEAM
LEARNING

What is Personal Mastery?

Individual

Personal Beliefs
Hopes/Dreams
Self-Efficacy
Purpose

Personal Calling

Creative Tension

Commitment to the Truth

Personal Mastery = Personal

Growth & Learning
People with high levels of PM are
continually expanding their ability to create
the results in life they truly seek.

Mastery and Proficiency

Goes beyond competence and skills
First, we must continually clarify what is
important to us.
Second, we must learn how to see current
reality more clearly.
The gap between what we want and what our
current reality is generates creative tension

Prepared by James R. Burns

What its like to have lots of PM

For such people, a vision is a calling
rather than just a good idea
PM is not something you possess, it is a
process--a lifelong discipline
People with lots of PM are more
committed, they take more initiative

Prepared by James R. Burns

Resistance
Many individuals and organizations do resist
PM
No one will ever be able to measure how
much PM contributes to productivity and the
bottom line
Cynicism

Prepared by James R. Burns

STRUCTURAL CONFLICT: THE

POWER OF YOUR
POWERLESSNESS
Many of us have a dominant belief that we
are not able to fulfill our desires
a by-product of growing up

We believe in our powerlessness--our inability

to bring into being all the things we really care
about.
Many of us do not believe that we are worthy
or deserving to have what we truly desire
Prepared by James R. Burns

The Core Values of PM

Integrate reason and intuition

See your connectedness to the world
Be compassionate
Be committed to the whole

Prepared by James R. Burns

Leadership & management

Organizational
operations

Leaders

Managers
Institutional
values

MANAGER

LEADER

MENTAL MODELS

What are Mental Models?

The mental constructs that dictate
the decisions that we take
the actions that we engage in

2-19-00

Prepared by James R. Burns

14

The Way of Mental Models

(MMs) Involves
Surfacing these models
Testing these models
Improving our internal pictures of how the
world works
PROMISES TO BE A MAJOR
BREAKTHROUGH FOR BUILDING
LEARNING ORGANIZATIONS
2-19-00

Prepared by James R. Burns

15

The Discipline of Mental Models

Bring key assumptions about important
business issues to the surface
Who remembers the Goldratt mechanism for
doing just this?

Without surfacing these assumptions, an

organizations range of actions are limited
to what is familiar and comfortable
Develop face-to-face learning skills
2-19-00

Prepared by James R. Burns

16

The Discipline of MMs,

Continued
Both sides of the discipline--business skills
and interpersonal issues--are crucial
Without interpersonal skills, learning is still
fundamentally adaptive, not generative
Generative learning requires managers
with reflection and inquiry skills, not just
consultants and planners

2-19-00

Prepared by James R. Burns

17

Reflection and Inquiry Skills: Managing

Mental Models at Personal and
Interpersonal Levels
Reflection skills concern becoming
more aware of how we form our mental
models and the ways they influence our
actions
Inquiry skills concern how we operate in
face-to-face interactions with others
2-19-00

Prepared by James R. Burns

18

References
Personal Mastery (August 15, 2011). Retrieved From:
http://createnow.ca/PersonalMastery.htm
How Personal Mastery Will Change Your Life (August
15, 2011). Retrieved From:
http://www.helenazwarts.com/personal-mastery-changeyour-life
What is Personal Mastery? (August 15, 2011). Retrieved
From: http://www.squidoo.com/what-is-personal-mastery
Reaping the Rewards of Personal Mastery (August 15,
2011). Retrieved From:
http://karenchildress.com/samples.htm

References
Slide By: Karyn M. Warsow, MS, MPH, DrPH
Candidate, Johns Hopkins Bloomberg School of
Public Health, Department of Health Policy
Management and Leadership , From:
www.slideshare.net
Senge, Peter M. 1996. Disiplin Kelima, Seni dan
Praktek dari Organisasi Pembelajar. Jakarta :
Binarupa Aksara
Slide By: James R. Burns from Slideshare.com

THANK YOU