Perubahan dalam Organisasi The Fifth Discipline System Thinking

Perubahan dalam Organisasi
Eka Satya Putra

THE FIFTH DISCIPLINE: SYSTEM
THINKING

The Fifth Discipline: Systems Thinking
• The Primacy of The Whole
– The world is a circular causation, variable is both
cause and effect thus in our world everything is
inter-connected
– Learning must be at the level of interconnectedness and not fragmented
– Learning at the level of system and system
behavior

The Fifth Discipline: Systems Thinking
PATTERN OF
RELATIONSHIP
(SYSTEM)

PATTERN OF

BEHAVIOR

EVENTS
(SNAPSHOTS)

In systems thinking any element in a situation (or aria le , can trace arrows
li ks that represent influence on another element. These, in turn reveal cycles
that repeat themselves, time after time, making situations better or worse.
Links never exist in isolation. They always comprise a circle of causality, a feedback
loop , in which every element is both ause and effe t – influenced by some,
and influencing others, so that every one of its effects, sooner or later comes back to
roost.
The language of systems thinking is li ks and loops .
Exercise losed roo .

The Fifth Discipline: Systems Thinking
• Loops
– Reinforcing loops: when
small changes become
big changes

Optional intermediate
element: consequence
or performance

Growing action: what
you do to generate
growth or decline

Actual performance:
measure of growth or
decline

Optional intermediate
element: a driver of
performance and/or a
consequence of action

The Fifth Discipline: Systems Thinking
• Loops

– Balancing loops: pushing
stability, resistance and
Actual performance:
measure of growth or
limits

Target or goal: desired
performance

decline; often problem
symptom

Gap: discrepancy
between desired and
actual performance

Optional intermediate
element: consequence
or performance

Corrective action:
quick fix or a driver of
performance

Time delay

The Fifth Discipline: Systems Thinking

Essence
Principle

Practice

• Holism
• Inter-connectedness

• Structure influence behavior
• Policy resistance
• Leverage
• System archetypes

• Simulation

The Fifth Discipline: Systems Thinking
• Variables and links makes loops
• Relation between loops makes archetype
1.
2.
3.
4.
5.

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Ar

het
het
het

het
het

pe
pe
pe
pe
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:
:
:
:
:

Fi es that a kfire
Li its to gro th
“hifti g the urde
Traged of the o
o s

A ide tal ad ersaries

The Fifth Discipline: Systems Thinking
Fixes that fail

Problem symptom:
problem statement

Fix: action taken

Time delay
Unintended
consequences:

Strategies:
• Increase awareness of the
unintended consequences: open
up people’s e tal odel
acknowledging openly that the
fi is erel alle iati g a

symptom, make a commitment to
address the real problem
• Cut back on the frequency with
hi h ou appl the fi a d
u er of fi es ou appl at o e
time
• Can you manage or minimize the
undesirable consequences?
• Reframe and address the rootproblem

The Fifth Discipline: Systems Thinking
• Appreciate Customer
needs

Who you are and wish to be
Your Vision, Mission, Values
PRINCIPLE

Perpetual
Action

• Strategic goals/values
• Customer satisfaction

•
•
•

Reflection: How
much you
appreciate
Customer needs

Conceptual
Reflect on problem solving process
Reflect on new issues of concern
Create rich picture of situation

What you know and understand
INSIGHT

Action
•
•
•
•
•
•

• Process structure
• Operation specs
• Performance goals

Mechanical

What you may and must do
RULE

Action

Monitor the process
and problem
environmrnt

Result

Select an issue of concern
Develop problem statement
Collect/analyze more data
Identify systemic cause
Plan for & choose action
Implement changes

•
•
•
•

Develop problem statement
Collect/analyze more data
Plan for & choose action
Implement changes