Perubahan dalam Organisasi The Fifth Discipline Shared Vision

Perubahan dalam Organisasi
Eka Satya Putra

THE FIFTH DISCIPLINE: SHARED
VISION

The Fifth Discipline: Shared Vision
• Collective change requires a commonality of
purpose (mission)
• Commonality of purpose arise from a shared
vision
• Popol Vuh text from Mayan
– We did not put our ideas together. We put our
purposes together. And we agreed, and then we
decided”.

The Fifth Discipline: Shared Vision
Vision

Pattern of
Relationship

(System)

Pattern of
Behavior

Event

Purpose
(Mission)

Context

Assumption

Action

Values

Principle

Insight

Rule

Result

Mechanical
Conceptual
Perpetual

BHAG (Big Hairy Audacious Goal)
Who we are and wish to be:
- What we are passionate about (Rasa)
- What we can be best at (Cipta)
- What drives our economic engine (Karya)

DRIVING
ENGINE

The Fifth Discipline: Shared vision

Essence
Principle

Practice

• Commonality of purpose
• Partnership

• “hared isio as Hologra
• Commitment vs compliance

• Visioning process
 Sharing personal vision
 Listening to others
 Allowing freedom of choice
• Acknowledging current reality

The Fifth Discipline: Shared Vision
Five starting points to start

Shared Vision

Engagement vs Compliance

Dependence on
the boss capacity
for leadership

Co - creating
Consulting

Required capacity
for direction
setting and
learning

Testing
Selling
Required capacity
for leadership

among the troops

Telling

Degree of active
involvement

The Fifth Discipline: Shared Vision
1. Telli g: We’ e got to do this it’s our isio , e
excited about it, or reconsider your vision for
our areer here
2. “elli g: We ha e the est a s er, let’s see if e
a get ou to u i
3. Testi g: What e ites ou a out this isio ?
What does ’t?
4. Co sulti g: What isio do e ers
re o
e d that e adopt?
5. Co – reati g: Lets reate the future e
i di iduall a d olle ti el a t

The Fifth Discipline: Shared Vision
• Telling
– Inform people directly, clearly and consistently
– Tell the truth about current reality
– Be clear about what is negotiable and what is not
– Paint the details, but not too many details

• Limits
– People remember 25% what the are told and may
remember a different 25%

The Fifth Discipline: Shared Vision
• Selling

– Keep channels open for responses
– Support enrollment, not manipulation
– Build o our relatio ship ith the usto er – your
employees
– Focus on benefits, not features

– Mo e fro the ro al e to the perso al I

• Limits

– Compliant yes, the boss wants to hear yes and the
employees want to keep their jobs

The Fifth Discipline: Shared Vision
• Testing

– Provide as much information as possible, to improve
the quality of responses
– Make a clean test
– Prote t people’s pri a
– Combine questionnaire with face to face interviews
– Test for motivation, utility and capability

• Limits

– Wide range of ideas and concerns about the wellbeing of the organization developed by employees

that cannot be captured by test

The Fifth Discipline: Shared Vision
• Consulting

– Use the as ade pro ess to gather i for atio
– Build in protection against distortion of the
message
– Gather and disseminate results
– Do ’t tr to tell a d o sult si ulta eousl

• Limit

– Limited by tacit, usually unquestioned
assumptions

The Fifth Discipline: Shared Vision
• Co-creating
–
–

–
–
–
–
–
–
–

Start with personal vision
Treat everyone as equal
Seek alignment, not agreement
Among teams, encourage interdependence – and diversity
Avoid sampling
Have people speak only for themselves
Expect nurture reverence for each other
Co sider usi g a i teri isio to uild o e tu
Focus on the dialogue, not just the vision statement