Bahan Workshop “Executive Program for Sustainable Partnership (EPSP)” | lppm.ut.ac.id
PROTOTYPING
FRANS Sugiarta
United in Diversity (UID)
@franssugiarta
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Entering
The Age of Disruption
The journey ahead of us is
INCREASINGLY becoming
more CHALLENGING and
INTERESTING both for us
as individuals and also for
our organisation
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
DRIVERS
OF CHANGE
erged from our research as the most that
important
andfrom
relevant
to future as
work
emerged
our research
theskills.
most important and relevant to future work skills.
1
extreme
longevity:
Increasing global
lifespans change the
nature of careers
and learning
2
SENSEMAKING
rise of
smart machines
and systems:
CROSSBOUNDARIESIncreasing global Workplace automation
LEARNINGlifespans change the nudges human
Workplace automation
nudges human
workers out of rote,
repetitive tasks
nature of careers workers out of rote,
and learning
repetitive tasks
SOCIAL
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onthe
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in ourWe are on the cusp of a major transformation in ou
mated that by 2025, the number of Americans
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by are
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over
with
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crease by 70%. Over the next decade we will
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Over the
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3
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enge of an aging population come to the fore.
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ic shift. Increasingly, people will work long mographic
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o have adequate resources for retirement. in
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ao
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o everyday objects and environments will unleash
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at
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and
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global
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dividuals will Social
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e
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ow we work, and where we live, much of daily
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he lens
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dented reorganization of how we produce and creenormous
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by
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lping uncover new patterns and relationships thatate value. Ampliied
borders.
In
our
highly
globally
connected
and
interdepene. Ampliied by a new level of collective intelligence
macro-level
phenomena
such
as
global
pandemics
to
stop
laboration
and codependence.
laboration
dent world,and
thecodependence.
United States and Europe no longer h
and tapping resources
embedded
in social connections with
Source:
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
DR. Peter Senge
MIT Senior Lecturer
Founder of SoL
Named by The Journal of Business Strategy as
“The Strategist of The Century”
LEARNING
ORGANISATION
DR. Otto Scharmer
MIT Senior Lecturer
Founder of Presencing Institute
Receiver of Jamieson Prize from MIT
THEORY
U
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
LEAD
ER
SHIP
Action
Subject
Process
Movement towards
a certain direction
a person who is under the
dominion or rule of a sovereign.
(in control)
the journey
QUALITY
SHARING
VISION
(belief)
MAKING
DECISION
(responsiveness)
AWARENESS
LEARNING
(purpose)
(adaptiveness)
SHARING
VISION
(belief)
CONNECTIVITY
(relationship)
LEADERSHIP
AWARENESS
(purpose)
MAKING
DECISION
(responsiveness)
LEARNING
(adaptiveness)
Ecological Divide: 1.5
Self - Nature
Social Divide: 2.5
Self - Other
Inner (Spiritual) Divide: ≈ 3
Self - Self
Ecological divide
1,5
Income
Bubble
Technological
Bubble
Financial
Bubble
Infinite
Growth
Bubble
Real
Economy
Spiritual divide
3,0
Ownership
Bubble
Consumerism
Bubble
Leadership
Bubble
Real
Needs
Human
Rights
Finite
Resource
Social divide
2,5
Governance
Bubble
Best
Societal
Use
GDP vs
Happiness
Collective
Paralysis
Voice-less
“ Successful leadership in 21st
century depends on the
QUALITY OF INTENTION and
QUALITY OF ATTENTION “
- C. Otto Scharmer senior lecturer of MIT Sloan School of Management
author of Theory U
www.presencing.com
3H
IMPACTFUL
LEADERSHIP
TECHNICAL KNOWLEDGE
KNOW - WHAT
(HEAD INTELLIGENCE)
PRACTICAL KNOWLEDGE
KNOW - HOW
(HANDS INTELLIGENCE)
TRANSFORMATIONAL KNOWLEDGE
KNOW - WHY
(HEART INTELLIGENCE)
LEADERSHIP CAPACITY 2.0
LOOKING
at the ordinary
SEEING
the extra-ordinary
HEARING
problems
LISTENING
opportunities
TALKING
bla - bla - bla
SPEAKING
with conviction
REACTING
business as usual
CREATING
innovative
Key Competencies in Leadership of the 21st Century
Learning
from
the past
Learning
from
the future
Systems Thinking
Design Thinking
understand complexities
judgemental
===>
reflective
silos
===>
collective
competition
===> collaboration
innovation
customer’s needs and
wants
(User’s Led Innovations /
Human Centered Design))
prototyping (action-learning)
Shared Value Creation
Reinventing organisation for 21st Century
SHIFTS
WHAT
Traditional
Innovative
RELATIONSHIP
WE - THEM
(Competition)
WE - US
(Competitive Collaborative)
LEARNING METHOD
LINEAR
(SCIENCE 1.0)
REFLECTIVE
(SCIENCE 2.0)
HR Capacity Building Process
CLASSROOM
O2O
(ONLINE TO OFFLINE)
COMMUNICATION MODEL
2D
(DOWNLOAD - DEBATE)
3D
DOWNLOAD & DEBATE & DIALOG
LEADERSHIP INSTRUMENTS
2H
(HEAD - HANDS)
3H
(HEAD - HANDS - HEART)
RESEARCH & DEVELOPMENT
PRODUCT FOCUSED
(SILOS)
PURPOSE FOCUSED
(NETWORK)
SUSTAINABILITY
EGO-CENTRIC
(SELF GROW)
ECOSYSTEM-CENTRIC
(COLLECTIVE GROW)
The Iceberg Model
Mitigate the effect
(Fire Fight)
Run Away
(Flight)
EVENT
REACTING
Adaptive
PATTERNS of BEHAVIOR
REFRAMING
Innovative
SYSTEM
STRUCTURE
REDESIGNING
Creative
MENTAL
MODEL
RETHINKING
MENTAL MODELS
can be
INACCURATE
WHAT do you
SEE?
PERCEPTION
HOW do you
SEE?
PERSPECTIVE
Persepsi Objek
Design & Delivered by :
Persepsi Objek (Wrong Angle)
Design & Delivered by :
Design & Delivered by :
Design & Delivered by :
THE TALE OF THE TWO SHOES SALESMEN
MENTAL MODEL
LADDER OF
INFERENCE
OBSERVABLE
OBSERVABLE
data
data
data
data
data
data
data
data
data
data
data
SELECT observable
data
data
data
data
MENTAL MODEL
ACTION
belief
LADDER OF
INFERENCE
make conclusion
OBSERVABLE
OBSERVABLE
data
make assumption
data
data
data
data
data
data
data
data
add meanings
data
select observable
data
data
data
data
data
MENTAL MODEL
ACTION
belief
LADDER OF
INFERENCE
make conclusion
OBSERVABLE
OBSERVABLE
data
make assumption
data
data
data
data
data
data
data
data
add meanings
data
select observable
data
data
data
data
data
ACTION
Never Vote
Belief
No hope and no future in
current democracy system
Conclusions
All politicians are liars
Assumptions
No integrity in politics
Add meaning
It’s another political sell out
Select Data
DATA
Politician who do things that
contradict with his promises
Politicians
Pengetahuan, persepsi, dan pemahaman
yang dimiliki secara kolektif dan disharing-kan melalui KOMUNIKASI.
1. Sadari dan kenali ‘mental model’ anda sendiri.
2. Kemukakan ‘mental model’ anda kepada orang
lain.
3. Cari tahu dan pahami ‘mental model’ orang
lain
ACTION
ACTION
belief
belief
make conclusion
make conclusion
make assumption
IMPROVED
INQUIRY
make assumption
add meanings
add meanings
select observable
data
select observable
data
"What leads you to conclude that?"
"What data do you have for that?"
"What causes you to say that?"
ACTION
belief
make conclusion
make assumption
IMPROVED
INQUIRY
Instead of "What do you
mean?"
or
"What's your proof?"
say, "Can you help me
understand your thinking here?"
"I'm asking you about
your assumptions here
because. . ."
add meanings
"Am I correct that you're saying. . .?"
select observable
data
"Can you describe a typical
example. . .?"
ACTION
ACTION
belief
belief
make conclusion
make conclusion
make assumption
IMPROVED
ADVOCACY
make assumption
add meanings
add meanings
select observable
data
select observable
data
ACTION
"Here's what I think and
here's how I got there."
belief
"I assumed that. . ."
make conclusion
IMPROVED
ADVOCACY
"I came to this conclusion
because. . ."
make assumption
add meanings
select observable
data
"To get a clear picture of what
I'm talking about, imagine the
you're a customer who will be
affected. . ."
LEADING THROUGH LISTENING
EXAMPLE
TWO ORCHESTRA
ZUBIN
MEHTA
PLACIDO
DOMINGO
SMALL GROUP DIALOGUE
what caught your interest?
apa yang menarik perhatian
anda?
what are their keys for
success?
apa kunci keberhasilan atau
sukses mereka?
what is the most crucial
leadership moment?
apa momen kepemimpinan
yang paling krusial?
what can you learn from this
example for your own
leadership?
pembelajaran apa yang anda
peroleh dan berguna buat
kepemimpinan anda?
THE ART OF GENERATIVE CONVERSATION
PEMUSIK
Percakapan yang MENDENGARKAN
sebagai pemusik kita mendengarkan dengan
seksama serta menemukan nada-nada sumbang
yang ada didalamnya.
PELUKIS
Percakapan yang MEMPERJELAS
melukiskan sebuah gambaran dengan
menggunakan pertanyaan-pertanyaan
yang membantu (powerful question)
arkeolog
Percakapan yang
MENYINGKAPKAN
kita ingin menggali
sejarah &
menyingkapkan
hambatan yang
sebenarnya
membelenggu
kita
(mental blocks)
ARCHITECT
Percakapan yang
MEMBANGUN
kita ingin membangun
sebuah maha karya di
masa depan
Two Sources of Learning, Two Learning Cycles
A. Learning by reflecting on the experiences of the past
act - observe - reflect - plan - act
is it still relevant?
B. Learning from the future as it emerges (presencing)
Movements of the U
Downloading
Observe,
observe,
observe
Retreat and reflect:
Allow the inner knowing to
emerge
Act in an
Instant:
prototype
Theory U
Downloading
Performing by
past patterns
operating from the whole
suspending
VoJ
Seeing
with fresh eyes
redirecting
VoC
Sensing
embodying
Open
Mind
Open
Heart
VoF
linking head, heart, hand
enacting
Crystallizing
vision and intention
from the field
letting go
Prototyping the new by
Open
Will
Presencing
connecting to Source
Who is my Self?
What is my Work?
letting come
Theory U
Downloading
Performing by
past patterns
operating from the whole
suspending
VoJ
Seeing
with fresh eyes
redirecting
VoC
Sensing
embodying
open
Open
mind
Mind
Open
open
heart
Heart
VoF
linking head, heart, hand
enacting
Crystallizing
vision and intention
from the field
letting go
Prototyping the new by
open
Open
will
Will
Presencing
connecting to Source
Who is my Self?
What is my Work?
letting come
Prototyping is
HEAD
the first step in
H
exploring the future
by DOING
H
HEART
H
HANDS
and
RAPID
LEARNING PROCESS
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Why prototyping is important?
To get a
QUICK FEEDBACK
to REFINE the idea
IDEO philosophy about
prototyping
“fail often to succeed
sooner”
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
MINDLESS
ACTIONS
ACTION-LESS
MINDS
PROTOTYPING
Building upon ideas
PROBLEM
STATEMENT
(current reality)
INNOVATIVE
SOLUTION
(future reality)
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 1: Set your collective
focus (uncovering common
ground)
Step 9: Lab #3
Integrate it within the
system
co-initiate
co-evolve
Step 2: Preparation for
your sensing.
Step 3: Go to the field
(shadowing &
stakeholders interviews)
co-sensing
Step 4: Refine your datas
and repeat the sensing
process deem necessary
Step 8: Lab #2
after some refinement, test your idea
with
real stakeholders in a real
environment (online)
Step 7: Lab #1
1st real test of your collective
idea.
Engage real stakeholders in
a “safe” environment (offline)
to test your idea
Step 5: Connect to your source.
does this rough idea meaningful
and bring positive differences?
presencing
Action-less
Minds
co-create
Step 6: Lab #0
Test your collective idea.
Role play by members of
team in a “safe” environment
(offline)
Mind-less
Actions
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
adapted from IDEO Human-Centered Design (HCD)
HOW MIGHT WE INCREASE THE NUMBER OF
PUBLIC TRANSPORTATION USERS IN JAKARTA TO
REDUCE THE POLLUTION LEVEL?
HOW MIGHT WE REDUCE EMPLOYEES
ATTRITION RATE IN OUR COMPANY?
PEOPLE
desirability
START HERE
INNOVATIVE
SOLUTION
ECONOMY
viability
HOW MIGHT WE INCREASE COMMUNITY’S
ENGAGEMENT IN DEVELOPING A
SUSTAINABLE WASTE MANAGEMENT?
INFRASTRUCTURE
feasibility
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 6: Lab #0
Test your collective idea.
Role play by members of team in a “SAFE”
environment (offline)
How’s the IDEA
(product / process)
looks like?
How are we
feeling?
4F debrief process
FACTS
FINDINGS
FEELINGS
FUTURE
OBSERVE
OBSERVE
OBSERVE
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 7: Lab #1
1st real test of your collective idea.
Engage real stakeholders in a “safe”
environment (offline) to test your idea
HOW MIGHT WE INCREASE PATIENTS INNER HEALING
PROCESS BY IMPROVING THE RELATIONSHIP QUALITY
BETWEEN NURSES WITH THE PATIENTS?
Source: https://stinelin.wordpress.com/tag/edg/
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 8: Lab #2
after some refinement, test your idea with
real stakeholders in a real environment (online)
IDEO PROJECT IN GHANA TO INCREASE
THE USAGE OF MOBILE MONEY
Source: https://www.ideo.org/projects/new-mobile-money-solutions-in-low-income-communities
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 9: Lab #3
Integrate it within the system
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 1: Set your collective
focus (uncovering common
ground)
Step 9: Lab #3
Integrate it within the
system
co-initiate
co-evolve
Step 2: Preparation for
your sensing.
Step 3: Go to the field
(shadowing &
stakeholders interviews)
co-sensing
Step 4: Refine your datas
and repeat the sensing
process deem necessary
Step 8: Lab #2
after some refinement, test your idea
with
real stakeholders in a real
environment (online)
Step 7: Lab #1
1st real test of your collective
idea.
Engage real stakeholders in
a “safe” environment (offline)
to test your idea
Step 5: Connect to your source.
does this rough idea meaningful
and bring positive differences?
presencing
Action-less
Minds
co-create
Step 6: Lab #0
Test your collective idea.
Role play by members of
team in a “safe” environment
(offline)
Mind-less
Actions
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
VALUE OF PROTOTYPING
(Leading from the future)
PERSONAL
ECOSYSTEMS
TRANSFORMATION
INSTITUTIONAL
SYSTEM
1. COORDINATION:
How might we:
CREATE A WEB OF VALUE CREATION that allows all
key players to see each other and to navigate the
system from an AWARENESS OF THE WHOLE?
• Transparency of supply-demand chain
• Inclusion of most marginalized voices
• Empowerment at the base of the economic pyramid
• Putting a human face on the other (e.g., smallholders)
• Infrastructures for seeing the whole
• etc.
2. NATURE:
How might we:
DESIGN ECONOMIC CYCLES EARTH TO EARTH based on
zero waste and on returning everything we take from nature at
the same or higher level of quality?
• Closed loop design
• Recycle, reuse, reduce
• Organic farming, urban micro-farming
3. PARTNERING:
How might we:
CREATE PLATFORMS OF COLLABORATIVE VALUE
CREATION based on transparency, inclusion and fairness in
order to allow all partners to realize their highest potential?
• Working conditions for employees, partners, etc…
• How to build corporate/societal networks and platforms that facilitate
entrepreneurial and co-creative activities
• Human rights based approach: economic human rights
4. CAPITAL:
How might we:
CREATE INTENTIONAL CAPITAL that is dedicated to generate
value and wellbeing for all (partners, community, planet,
shareholders)?
• How is your capital structure supporting the 99% (vs. 1%)?
• How is your governance structured to support the growth of all five forms
of capital:
•
Natural capital
•
Human capital
•
Social capital
•
Financial capital
•
Collectively creative (“spiritual”) capital
5. TECHNOLOGY:
How might we:
CREATE TECHNOLOGIES THAT EMPOWER PEOPLE TO
COLLECTIVELY CREATE?
• Are the technologies choice and creativity-enhancing or reducing – and for
whom?
• From systems-centric to human centric technologies
• Creative commons (IP) to democratize access to technology
• Open Source: How can we become the next linux?
• etc
6. LEADERSHIP: In multi-stakeholder settings
How might we:
CREATE THE COLLECTIVE CAPACITY OF LEADERS TO
CO-SENSE AND CO-CREATE THE EMERGING FUTURE?
• Learning from the past vs. from the emerging future
• Collective leadership for innovating at the scale of the whole system
• Governance systems that allow all key stakeholders to sense and act
from a common awareness of the whole
7. CITIZEN and CONSUMER EMPOWERMENT:
How might we
turn citizens and users into the
co-creators and sources of innovation and creation?
• Citizens as Source of innovation and value creation
• Reinventing democracy (direct, distributed, dialogic)
• Participatory public planning
• Conscious consuming
8. OWNERSHIP:
How might we:
CREATE OWNERSHIP STRUCTURES THAT FACILITATE THE
BEST SOCIETAL USE OF RESOURCES?
• From owning to using
• From ownership by the 1% to ownership of the 99%
• Community ownership
• Commons based property rights (neither private nor public but civil society
based)
• etc
EIGHT (8) AREAS OF COLLECTIVE ATTENTION
(Capacity of Team Build - Work - Learn)
AREA
COORDINATION
NATURE
PARTNERING
CAPITAL
TECHNOLOGY
LEADERSHIP
GUIDING QUESTION
How might we create a web of value creation that allows all key players to see each other
and to navigate the system from an awareness of the whole (shared vision & shared values)?
How might we design economic cycles earth to earth based on zero waste and on returning
everything we take from nature at the same or higher level of quality?
How might we create platforms, of collaborative value creation based, on transparency, inclusion
and fairness, in order to allow all partners to realize their highest potential?
How might we create intentional capital, that is dedicated to generate value and wellbeing for all
(partners, community, planet, shareholders)?
How might we create technologies that empower people to collectively create?
In multi-stakeholder settings, how might we create the collective capacity of leaders to co-sense
and co-create the emerging future?
CITIZEN and CONSUMER
EMPOWERMENT
How might we, turn citizens into the source and users into co-creators of economic value
OWNERSHIP
How might we, create ownership structures that facilitate the best societal use of resources?
creation?
Peter M Senge,
The Fifth Discipline:
www.solonline.org
www.pegasus.com
C. Otto Scharmer,
Theory U:
www.presencing.com
SOURCE
David L Cooperrider &
Diana Whitney,
Appreciative Inquiry:
www.centerforappreciat
IDEO Human Centered
Design
www.ideo.com
B==:97B
FRANS Sugiarta
United in Diversity (UID)
@franssugiarta
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Entering
The Age of Disruption
The journey ahead of us is
INCREASINGLY becoming
more CHALLENGING and
INTERESTING both for us
as individuals and also for
our organisation
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
DRIVERS
OF CHANGE
erged from our research as the most that
important
andfrom
relevant
to future as
work
emerged
our research
theskills.
most important and relevant to future work skills.
1
extreme
longevity:
Increasing global
lifespans change the
nature of careers
and learning
2
SENSEMAKING
rise of
smart machines
and systems:
CROSSBOUNDARIESIncreasing global Workplace automation
LEARNINGlifespans change the nudges human
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nudges human
workers out of rote,
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nature of careers workers out of rote,
and learning
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SOCIAL
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onthe
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mated that by 2025, the number of Americans
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borders.
In
our
highly
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connected
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interdepene. Ampliied by a new level of collective intelligence
macro-level
phenomena
such
as
global
pandemics
to
stop
laboration
and codependence.
laboration
dent world,and
thecodependence.
United States and Europe no longer h
and tapping resources
embedded
in social connections with
Source:
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
DR. Peter Senge
MIT Senior Lecturer
Founder of SoL
Named by The Journal of Business Strategy as
“The Strategist of The Century”
LEARNING
ORGANISATION
DR. Otto Scharmer
MIT Senior Lecturer
Founder of Presencing Institute
Receiver of Jamieson Prize from MIT
THEORY
U
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
LEAD
ER
SHIP
Action
Subject
Process
Movement towards
a certain direction
a person who is under the
dominion or rule of a sovereign.
(in control)
the journey
QUALITY
SHARING
VISION
(belief)
MAKING
DECISION
(responsiveness)
AWARENESS
LEARNING
(purpose)
(adaptiveness)
SHARING
VISION
(belief)
CONNECTIVITY
(relationship)
LEADERSHIP
AWARENESS
(purpose)
MAKING
DECISION
(responsiveness)
LEARNING
(adaptiveness)
Ecological Divide: 1.5
Self - Nature
Social Divide: 2.5
Self - Other
Inner (Spiritual) Divide: ≈ 3
Self - Self
Ecological divide
1,5
Income
Bubble
Technological
Bubble
Financial
Bubble
Infinite
Growth
Bubble
Real
Economy
Spiritual divide
3,0
Ownership
Bubble
Consumerism
Bubble
Leadership
Bubble
Real
Needs
Human
Rights
Finite
Resource
Social divide
2,5
Governance
Bubble
Best
Societal
Use
GDP vs
Happiness
Collective
Paralysis
Voice-less
“ Successful leadership in 21st
century depends on the
QUALITY OF INTENTION and
QUALITY OF ATTENTION “
- C. Otto Scharmer senior lecturer of MIT Sloan School of Management
author of Theory U
www.presencing.com
3H
IMPACTFUL
LEADERSHIP
TECHNICAL KNOWLEDGE
KNOW - WHAT
(HEAD INTELLIGENCE)
PRACTICAL KNOWLEDGE
KNOW - HOW
(HANDS INTELLIGENCE)
TRANSFORMATIONAL KNOWLEDGE
KNOW - WHY
(HEART INTELLIGENCE)
LEADERSHIP CAPACITY 2.0
LOOKING
at the ordinary
SEEING
the extra-ordinary
HEARING
problems
LISTENING
opportunities
TALKING
bla - bla - bla
SPEAKING
with conviction
REACTING
business as usual
CREATING
innovative
Key Competencies in Leadership of the 21st Century
Learning
from
the past
Learning
from
the future
Systems Thinking
Design Thinking
understand complexities
judgemental
===>
reflective
silos
===>
collective
competition
===> collaboration
innovation
customer’s needs and
wants
(User’s Led Innovations /
Human Centered Design))
prototyping (action-learning)
Shared Value Creation
Reinventing organisation for 21st Century
SHIFTS
WHAT
Traditional
Innovative
RELATIONSHIP
WE - THEM
(Competition)
WE - US
(Competitive Collaborative)
LEARNING METHOD
LINEAR
(SCIENCE 1.0)
REFLECTIVE
(SCIENCE 2.0)
HR Capacity Building Process
CLASSROOM
O2O
(ONLINE TO OFFLINE)
COMMUNICATION MODEL
2D
(DOWNLOAD - DEBATE)
3D
DOWNLOAD & DEBATE & DIALOG
LEADERSHIP INSTRUMENTS
2H
(HEAD - HANDS)
3H
(HEAD - HANDS - HEART)
RESEARCH & DEVELOPMENT
PRODUCT FOCUSED
(SILOS)
PURPOSE FOCUSED
(NETWORK)
SUSTAINABILITY
EGO-CENTRIC
(SELF GROW)
ECOSYSTEM-CENTRIC
(COLLECTIVE GROW)
The Iceberg Model
Mitigate the effect
(Fire Fight)
Run Away
(Flight)
EVENT
REACTING
Adaptive
PATTERNS of BEHAVIOR
REFRAMING
Innovative
SYSTEM
STRUCTURE
REDESIGNING
Creative
MENTAL
MODEL
RETHINKING
MENTAL MODELS
can be
INACCURATE
WHAT do you
SEE?
PERCEPTION
HOW do you
SEE?
PERSPECTIVE
Persepsi Objek
Design & Delivered by :
Persepsi Objek (Wrong Angle)
Design & Delivered by :
Design & Delivered by :
Design & Delivered by :
THE TALE OF THE TWO SHOES SALESMEN
MENTAL MODEL
LADDER OF
INFERENCE
OBSERVABLE
OBSERVABLE
data
data
data
data
data
data
data
data
data
data
data
SELECT observable
data
data
data
data
MENTAL MODEL
ACTION
belief
LADDER OF
INFERENCE
make conclusion
OBSERVABLE
OBSERVABLE
data
make assumption
data
data
data
data
data
data
data
data
add meanings
data
select observable
data
data
data
data
data
MENTAL MODEL
ACTION
belief
LADDER OF
INFERENCE
make conclusion
OBSERVABLE
OBSERVABLE
data
make assumption
data
data
data
data
data
data
data
data
add meanings
data
select observable
data
data
data
data
data
ACTION
Never Vote
Belief
No hope and no future in
current democracy system
Conclusions
All politicians are liars
Assumptions
No integrity in politics
Add meaning
It’s another political sell out
Select Data
DATA
Politician who do things that
contradict with his promises
Politicians
Pengetahuan, persepsi, dan pemahaman
yang dimiliki secara kolektif dan disharing-kan melalui KOMUNIKASI.
1. Sadari dan kenali ‘mental model’ anda sendiri.
2. Kemukakan ‘mental model’ anda kepada orang
lain.
3. Cari tahu dan pahami ‘mental model’ orang
lain
ACTION
ACTION
belief
belief
make conclusion
make conclusion
make assumption
IMPROVED
INQUIRY
make assumption
add meanings
add meanings
select observable
data
select observable
data
"What leads you to conclude that?"
"What data do you have for that?"
"What causes you to say that?"
ACTION
belief
make conclusion
make assumption
IMPROVED
INQUIRY
Instead of "What do you
mean?"
or
"What's your proof?"
say, "Can you help me
understand your thinking here?"
"I'm asking you about
your assumptions here
because. . ."
add meanings
"Am I correct that you're saying. . .?"
select observable
data
"Can you describe a typical
example. . .?"
ACTION
ACTION
belief
belief
make conclusion
make conclusion
make assumption
IMPROVED
ADVOCACY
make assumption
add meanings
add meanings
select observable
data
select observable
data
ACTION
"Here's what I think and
here's how I got there."
belief
"I assumed that. . ."
make conclusion
IMPROVED
ADVOCACY
"I came to this conclusion
because. . ."
make assumption
add meanings
select observable
data
"To get a clear picture of what
I'm talking about, imagine the
you're a customer who will be
affected. . ."
LEADING THROUGH LISTENING
EXAMPLE
TWO ORCHESTRA
ZUBIN
MEHTA
PLACIDO
DOMINGO
SMALL GROUP DIALOGUE
what caught your interest?
apa yang menarik perhatian
anda?
what are their keys for
success?
apa kunci keberhasilan atau
sukses mereka?
what is the most crucial
leadership moment?
apa momen kepemimpinan
yang paling krusial?
what can you learn from this
example for your own
leadership?
pembelajaran apa yang anda
peroleh dan berguna buat
kepemimpinan anda?
THE ART OF GENERATIVE CONVERSATION
PEMUSIK
Percakapan yang MENDENGARKAN
sebagai pemusik kita mendengarkan dengan
seksama serta menemukan nada-nada sumbang
yang ada didalamnya.
PELUKIS
Percakapan yang MEMPERJELAS
melukiskan sebuah gambaran dengan
menggunakan pertanyaan-pertanyaan
yang membantu (powerful question)
arkeolog
Percakapan yang
MENYINGKAPKAN
kita ingin menggali
sejarah &
menyingkapkan
hambatan yang
sebenarnya
membelenggu
kita
(mental blocks)
ARCHITECT
Percakapan yang
MEMBANGUN
kita ingin membangun
sebuah maha karya di
masa depan
Two Sources of Learning, Two Learning Cycles
A. Learning by reflecting on the experiences of the past
act - observe - reflect - plan - act
is it still relevant?
B. Learning from the future as it emerges (presencing)
Movements of the U
Downloading
Observe,
observe,
observe
Retreat and reflect:
Allow the inner knowing to
emerge
Act in an
Instant:
prototype
Theory U
Downloading
Performing by
past patterns
operating from the whole
suspending
VoJ
Seeing
with fresh eyes
redirecting
VoC
Sensing
embodying
Open
Mind
Open
Heart
VoF
linking head, heart, hand
enacting
Crystallizing
vision and intention
from the field
letting go
Prototyping the new by
Open
Will
Presencing
connecting to Source
Who is my Self?
What is my Work?
letting come
Theory U
Downloading
Performing by
past patterns
operating from the whole
suspending
VoJ
Seeing
with fresh eyes
redirecting
VoC
Sensing
embodying
open
Open
mind
Mind
Open
open
heart
Heart
VoF
linking head, heart, hand
enacting
Crystallizing
vision and intention
from the field
letting go
Prototyping the new by
open
Open
will
Will
Presencing
connecting to Source
Who is my Self?
What is my Work?
letting come
Prototyping is
HEAD
the first step in
H
exploring the future
by DOING
H
HEART
H
HANDS
and
RAPID
LEARNING PROCESS
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Why prototyping is important?
To get a
QUICK FEEDBACK
to REFINE the idea
IDEO philosophy about
prototyping
“fail often to succeed
sooner”
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
MINDLESS
ACTIONS
ACTION-LESS
MINDS
PROTOTYPING
Building upon ideas
PROBLEM
STATEMENT
(current reality)
INNOVATIVE
SOLUTION
(future reality)
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 1: Set your collective
focus (uncovering common
ground)
Step 9: Lab #3
Integrate it within the
system
co-initiate
co-evolve
Step 2: Preparation for
your sensing.
Step 3: Go to the field
(shadowing &
stakeholders interviews)
co-sensing
Step 4: Refine your datas
and repeat the sensing
process deem necessary
Step 8: Lab #2
after some refinement, test your idea
with
real stakeholders in a real
environment (online)
Step 7: Lab #1
1st real test of your collective
idea.
Engage real stakeholders in
a “safe” environment (offline)
to test your idea
Step 5: Connect to your source.
does this rough idea meaningful
and bring positive differences?
presencing
Action-less
Minds
co-create
Step 6: Lab #0
Test your collective idea.
Role play by members of
team in a “safe” environment
(offline)
Mind-less
Actions
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
adapted from IDEO Human-Centered Design (HCD)
HOW MIGHT WE INCREASE THE NUMBER OF
PUBLIC TRANSPORTATION USERS IN JAKARTA TO
REDUCE THE POLLUTION LEVEL?
HOW MIGHT WE REDUCE EMPLOYEES
ATTRITION RATE IN OUR COMPANY?
PEOPLE
desirability
START HERE
INNOVATIVE
SOLUTION
ECONOMY
viability
HOW MIGHT WE INCREASE COMMUNITY’S
ENGAGEMENT IN DEVELOPING A
SUSTAINABLE WASTE MANAGEMENT?
INFRASTRUCTURE
feasibility
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 6: Lab #0
Test your collective idea.
Role play by members of team in a “SAFE”
environment (offline)
How’s the IDEA
(product / process)
looks like?
How are we
feeling?
4F debrief process
FACTS
FINDINGS
FEELINGS
FUTURE
OBSERVE
OBSERVE
OBSERVE
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 7: Lab #1
1st real test of your collective idea.
Engage real stakeholders in a “safe”
environment (offline) to test your idea
HOW MIGHT WE INCREASE PATIENTS INNER HEALING
PROCESS BY IMPROVING THE RELATIONSHIP QUALITY
BETWEEN NURSES WITH THE PATIENTS?
Source: https://stinelin.wordpress.com/tag/edg/
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 8: Lab #2
after some refinement, test your idea with
real stakeholders in a real environment (online)
IDEO PROJECT IN GHANA TO INCREASE
THE USAGE OF MOBILE MONEY
Source: https://www.ideo.org/projects/new-mobile-money-solutions-in-low-income-communities
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 9: Lab #3
Integrate it within the system
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
Step 1: Set your collective
focus (uncovering common
ground)
Step 9: Lab #3
Integrate it within the
system
co-initiate
co-evolve
Step 2: Preparation for
your sensing.
Step 3: Go to the field
(shadowing &
stakeholders interviews)
co-sensing
Step 4: Refine your datas
and repeat the sensing
process deem necessary
Step 8: Lab #2
after some refinement, test your idea
with
real stakeholders in a real
environment (online)
Step 7: Lab #1
1st real test of your collective
idea.
Engage real stakeholders in
a “safe” environment (offline)
to test your idea
Step 5: Connect to your source.
does this rough idea meaningful
and bring positive differences?
presencing
Action-less
Minds
co-create
Step 6: Lab #0
Test your collective idea.
Role play by members of
team in a “safe” environment
(offline)
Mind-less
Actions
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
VALUE OF PROTOTYPING
(Leading from the future)
PERSONAL
ECOSYSTEMS
TRANSFORMATION
INSTITUTIONAL
SYSTEM
1. COORDINATION:
How might we:
CREATE A WEB OF VALUE CREATION that allows all
key players to see each other and to navigate the
system from an AWARENESS OF THE WHOLE?
• Transparency of supply-demand chain
• Inclusion of most marginalized voices
• Empowerment at the base of the economic pyramid
• Putting a human face on the other (e.g., smallholders)
• Infrastructures for seeing the whole
• etc.
2. NATURE:
How might we:
DESIGN ECONOMIC CYCLES EARTH TO EARTH based on
zero waste and on returning everything we take from nature at
the same or higher level of quality?
• Closed loop design
• Recycle, reuse, reduce
• Organic farming, urban micro-farming
3. PARTNERING:
How might we:
CREATE PLATFORMS OF COLLABORATIVE VALUE
CREATION based on transparency, inclusion and fairness in
order to allow all partners to realize their highest potential?
• Working conditions for employees, partners, etc…
• How to build corporate/societal networks and platforms that facilitate
entrepreneurial and co-creative activities
• Human rights based approach: economic human rights
4. CAPITAL:
How might we:
CREATE INTENTIONAL CAPITAL that is dedicated to generate
value and wellbeing for all (partners, community, planet,
shareholders)?
• How is your capital structure supporting the 99% (vs. 1%)?
• How is your governance structured to support the growth of all five forms
of capital:
•
Natural capital
•
Human capital
•
Social capital
•
Financial capital
•
Collectively creative (“spiritual”) capital
5. TECHNOLOGY:
How might we:
CREATE TECHNOLOGIES THAT EMPOWER PEOPLE TO
COLLECTIVELY CREATE?
• Are the technologies choice and creativity-enhancing or reducing – and for
whom?
• From systems-centric to human centric technologies
• Creative commons (IP) to democratize access to technology
• Open Source: How can we become the next linux?
• etc
6. LEADERSHIP: In multi-stakeholder settings
How might we:
CREATE THE COLLECTIVE CAPACITY OF LEADERS TO
CO-SENSE AND CO-CREATE THE EMERGING FUTURE?
• Learning from the past vs. from the emerging future
• Collective leadership for innovating at the scale of the whole system
• Governance systems that allow all key stakeholders to sense and act
from a common awareness of the whole
7. CITIZEN and CONSUMER EMPOWERMENT:
How might we
turn citizens and users into the
co-creators and sources of innovation and creation?
• Citizens as Source of innovation and value creation
• Reinventing democracy (direct, distributed, dialogic)
• Participatory public planning
• Conscious consuming
8. OWNERSHIP:
How might we:
CREATE OWNERSHIP STRUCTURES THAT FACILITATE THE
BEST SOCIETAL USE OF RESOURCES?
• From owning to using
• From ownership by the 1% to ownership of the 99%
• Community ownership
• Commons based property rights (neither private nor public but civil society
based)
• etc
EIGHT (8) AREAS OF COLLECTIVE ATTENTION
(Capacity of Team Build - Work - Learn)
AREA
COORDINATION
NATURE
PARTNERING
CAPITAL
TECHNOLOGY
LEADERSHIP
GUIDING QUESTION
How might we create a web of value creation that allows all key players to see each other
and to navigate the system from an awareness of the whole (shared vision & shared values)?
How might we design economic cycles earth to earth based on zero waste and on returning
everything we take from nature at the same or higher level of quality?
How might we create platforms, of collaborative value creation based, on transparency, inclusion
and fairness, in order to allow all partners to realize their highest potential?
How might we create intentional capital, that is dedicated to generate value and wellbeing for all
(partners, community, planet, shareholders)?
How might we create technologies that empower people to collectively create?
In multi-stakeholder settings, how might we create the collective capacity of leaders to co-sense
and co-create the emerging future?
CITIZEN and CONSUMER
EMPOWERMENT
How might we, turn citizens into the source and users into co-creators of economic value
OWNERSHIP
How might we, create ownership structures that facilitate the best societal use of resources?
creation?
Peter M Senge,
The Fifth Discipline:
www.solonline.org
www.pegasus.com
C. Otto Scharmer,
Theory U:
www.presencing.com
SOURCE
David L Cooperrider &
Diana Whitney,
Appreciative Inquiry:
www.centerforappreciat
IDEO Human Centered
Design
www.ideo.com
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