Perubahan dalam Organisasi The Fifth Discipline Team Learning
Perubahan dalam organisasi
Eka Satya Putra
THE FIFTH DISCIPLINE: TEAM
LEARNING
The Fifth Discipline: Team Learning
• Dialogue
– Definition: The flow of meaning
– Dialogue is not merely a set of techniques for improving
organizations, enhancing communications, building
consensus, or solving problems. It is based on the principle
that conception and implementation are intimately
linked, with a core of common meaning. During the
dialogue process, people learn to think together – not just
in the sense of analyzing a shared problem or creating new
pieces of shared knowledge, but in the sense of occupying
a collective sensibility, in which the thoughts, emotion,
and resulting actions belong not to one individual, but to
all of them together.
Senge, Peter, and Art Keliner, Charlotte Roberts, Richard Ross, and Bryan
Smith. The Fifth Discipline Fieldbook: Strategies and Tools for
Building a Learning Organization. New York: Doubleday. 1994.
The Fifth Discipline: Team Learning
Evolution of Dialogue
Invitation
PHASE I
Instability of the
container
Conversation
(to turn together)
Deliberation
(to weigh out)
Initiatory Crisis
Discussion
(to shake apart)
Suspension
(to hang in front)
PHASE II
Instability in the
container
Crisis of Suspension
Debate
(to beat down)
Skillfull discussion
(the flow of speech, logical
analysis)
Dialogue
(the flow of meaning)
PHASE III
Inquiry in the
container
Crisis of Collective Pain
Senge, Peter, and Art Keliner, Charlotte Roberts, Richard Ross,
and Bryan Smith. The Fifth Discipline Fieldbook:
Strategies and Tools for Building a Learning
Organization. New York: Doubleday. 1994.
Metalogue
(meaning moving with,
among)
PHASE IV
Creativity in the
container
Talking Stick
• The Talking Stick was a method used by native Americans, to let
everyone speak their mind during a council meeting, a type of tribal
meeting. According to the indigenous American's tradition, the stick
was imbued with spiritual qualities, that called up the spirit of their
ancestors to guide them in making good decisions. The stick
ensured that all members, who wished to speak, had their ideas
heard. All members of the circle were valued equally.
• "Whoever holds the talking stick has within his hands the power of
words. Only he can speak while he holds the stick, and the other
members must remain silent. The eagle feather tied to the stick
gives him the courage and wisdom to speak truthfully and wisely.
The rabbit fur on the end of the stick, reminds him that his words
must come from his heart. " (Locust, 1998)
Talking Stick
• The process is not one of making strong
arguments for or against something, or
convincing one another of right or wrong, but
a process of becoming still and quiet,
connecting with greater wisdom. When truth
is spoken on some issue it is seen and heard as
such – it rings true
Talking Stick
• The Rules:
– The Speaker
• Have courage and wisdom to speak truthfully and wisely
• Words must come from the heart
– The Listener
• Listening without reacting or intending to respond
• Listening without being influenced by long-held images and
memories or firmly held position
• Liste i g with a begi er’s i d
• Not to speak but also not to think ahead, about what are
going to be said
• Concentrate on the words of the speaker, seeking to
understand
Daftar Pustaka
Cohen, Dan. The Heart of Change Field Guide: Tools and Tactics for Leading
Change in Your Organization. Boston: HBS Press. 2005.
Collins, Jim. Good to Great: Why So e Co pa ies Make the Leap… a d Others
Do ’t. New York: Harper Business. 2001.
Kahane, Adam. Solving Tough Problems: An Open Way of Talking, Listening, and
Creating New Realities. San Fransisco: Berrett-Koehler Publishers, Inc. 2004.
Kotter, John. Leading Change. Boston: HBS Press. 1996.
Maxwell, John. The 5 Levels of Leadership: Proven Steps to Maximize Your
Potential. New York: Hachette Book Group. 2011.
Senge, Peter. The Fifth Discipline: The Art and Practice of the Learning
Organization. New York: Doubleday. 1990.
Senge, Peter, and Art Keliner, Charlotte Roberts, Richard Ross, and Bryan Smith.
The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning
Organization. New York: Doubleday. 1994.
Senge, Peter. The Fifth Discipline: The Art and Practice of the Learning
Organization. New York: Doubleday. 2006.
Swiereinga, Joop, and Andre Weirdsma. Becoming a Learning Organization:
Beyond the Learning Curve. Great Britain: Addison-Wesley Publishing
Company. 1992, 1994.
Eka Satya Putra
THE FIFTH DISCIPLINE: TEAM
LEARNING
The Fifth Discipline: Team Learning
• Dialogue
– Definition: The flow of meaning
– Dialogue is not merely a set of techniques for improving
organizations, enhancing communications, building
consensus, or solving problems. It is based on the principle
that conception and implementation are intimately
linked, with a core of common meaning. During the
dialogue process, people learn to think together – not just
in the sense of analyzing a shared problem or creating new
pieces of shared knowledge, but in the sense of occupying
a collective sensibility, in which the thoughts, emotion,
and resulting actions belong not to one individual, but to
all of them together.
Senge, Peter, and Art Keliner, Charlotte Roberts, Richard Ross, and Bryan
Smith. The Fifth Discipline Fieldbook: Strategies and Tools for
Building a Learning Organization. New York: Doubleday. 1994.
The Fifth Discipline: Team Learning
Evolution of Dialogue
Invitation
PHASE I
Instability of the
container
Conversation
(to turn together)
Deliberation
(to weigh out)
Initiatory Crisis
Discussion
(to shake apart)
Suspension
(to hang in front)
PHASE II
Instability in the
container
Crisis of Suspension
Debate
(to beat down)
Skillfull discussion
(the flow of speech, logical
analysis)
Dialogue
(the flow of meaning)
PHASE III
Inquiry in the
container
Crisis of Collective Pain
Senge, Peter, and Art Keliner, Charlotte Roberts, Richard Ross,
and Bryan Smith. The Fifth Discipline Fieldbook:
Strategies and Tools for Building a Learning
Organization. New York: Doubleday. 1994.
Metalogue
(meaning moving with,
among)
PHASE IV
Creativity in the
container
Talking Stick
• The Talking Stick was a method used by native Americans, to let
everyone speak their mind during a council meeting, a type of tribal
meeting. According to the indigenous American's tradition, the stick
was imbued with spiritual qualities, that called up the spirit of their
ancestors to guide them in making good decisions. The stick
ensured that all members, who wished to speak, had their ideas
heard. All members of the circle were valued equally.
• "Whoever holds the talking stick has within his hands the power of
words. Only he can speak while he holds the stick, and the other
members must remain silent. The eagle feather tied to the stick
gives him the courage and wisdom to speak truthfully and wisely.
The rabbit fur on the end of the stick, reminds him that his words
must come from his heart. " (Locust, 1998)
Talking Stick
• The process is not one of making strong
arguments for or against something, or
convincing one another of right or wrong, but
a process of becoming still and quiet,
connecting with greater wisdom. When truth
is spoken on some issue it is seen and heard as
such – it rings true
Talking Stick
• The Rules:
– The Speaker
• Have courage and wisdom to speak truthfully and wisely
• Words must come from the heart
– The Listener
• Listening without reacting or intending to respond
• Listening without being influenced by long-held images and
memories or firmly held position
• Liste i g with a begi er’s i d
• Not to speak but also not to think ahead, about what are
going to be said
• Concentrate on the words of the speaker, seeking to
understand
Daftar Pustaka
Cohen, Dan. The Heart of Change Field Guide: Tools and Tactics for Leading
Change in Your Organization. Boston: HBS Press. 2005.
Collins, Jim. Good to Great: Why So e Co pa ies Make the Leap… a d Others
Do ’t. New York: Harper Business. 2001.
Kahane, Adam. Solving Tough Problems: An Open Way of Talking, Listening, and
Creating New Realities. San Fransisco: Berrett-Koehler Publishers, Inc. 2004.
Kotter, John. Leading Change. Boston: HBS Press. 1996.
Maxwell, John. The 5 Levels of Leadership: Proven Steps to Maximize Your
Potential. New York: Hachette Book Group. 2011.
Senge, Peter. The Fifth Discipline: The Art and Practice of the Learning
Organization. New York: Doubleday. 1990.
Senge, Peter, and Art Keliner, Charlotte Roberts, Richard Ross, and Bryan Smith.
The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning
Organization. New York: Doubleday. 1994.
Senge, Peter. The Fifth Discipline: The Art and Practice of the Learning
Organization. New York: Doubleday. 2006.
Swiereinga, Joop, and Andre Weirdsma. Becoming a Learning Organization:
Beyond the Learning Curve. Great Britain: Addison-Wesley Publishing
Company. 1992, 1994.