Memahami dan Mengenali Perubahan The Fifth Discipline Mental Model Personal Mastery
Memahami dan Mengenali
Perubahan
Eka Satya Putra
THE FIFTH DISCIPLINE: MENTAL
MODEL
The Fifth Discipline: Mental Model
• One life s journey starts,
Not when one decide how far to go,
But when one decide how deep to know oneself.
• Mental Model
– It is a framework for the cognitive processes of our mind.
In other words, it determines how we think and act
– theories of a tion or espoused theory whi h are a set of
rules that we use for our own behaviors as well as to
understand the behaviors of others.
– However, people don't usually follow their stated action
theories. The way they really behave can be called their
theory-in-use.
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
The Fifth Discipline: Mental Model
• However, people don't usually follow
their stated action theories. The way
they really behave can be called their
theory-in-use. It is usual:
– To remain in unilateral control,
– To maximize winning and minimize
losing,
– To suppress negative feelings, and
– To be as rational as possible by which
people mean defining clear objectives
and evaluating their behavior in terms
of whether or not they have achieved
them. (Argyris, 1991).
Jiwa/Raga
Dependent state
Ladder of Inference – How we see what we see
It is about Me, Now, Win (my Ego)
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
Ladder of Inference – How we see what we see
REFLEXCIVE LOOP : our
BELIEFS affect what data
we select next
I take ACTIONS
based on my beliefs
I adopt BELIEFS about the
world
I draw CONCLUSION
I make ASSUMPTIONS based on the
meaning I added
I add MEANINGS (Cultural and
Personal)
I select DATA from what I observe
Observable DATA and Experiences (as a
video tape recorder might capture it)
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
Ladder of Inference – How we see
what we see
Ladder of Inference
Events
•
Observable DATA and EXPERIENCE
•
•
•
•
•
•
•
•
Select DATA
Add MEANING (Cultural and
Personal)
Make ASSUMPTIONS
Draw CONCLUSION
Adopt BELIEFS
•
Take ACTION
•
•
•
•
•
X comes late to the meeting
X knows when the meeting is starting
X does not explain why he comes late to
the meeting
X comes late and no explanation
X deliberately comes late
X always comes late
We can not count on X, he is unreliable
Unreliable can not be tolerated because
it shows there is no commitment
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
The Fifth Discipline: Mental Model
• Ladder of inference: Our mental model is flawed
– We generalize our beliefs and assumptions to the next
situation we encounter and use them to filter the data
we are willing to consider. Hence, every time we start
up the ladder for a new situation, we are handicapped
from the beginning. (Argyris, 1993; Senge, Fieldbook,
1994)
• Remedy
– Left-Hand Column, Right-Hand Column
• Left-Hand Column: what I am thinking
• Right-Hand Column: what was said
– Balance Advocacy vs Inquiry
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
The Fifth Discipline: Mental Model
Essences
Principles
Practices
• Love of truth
• Openness
• Espoused theory vs Theory in use
• Ladder of inference
• Balance inquiry and advocacy
• Distinguishing data from abstraction
on data
• Testing assumptions
• Left hand – right hand column
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
The Fifth Discipline: Mental Model
• Mental Model:
– Apa yang kita rasakan (rasa) pada saat kita berpikir
(cipta) untuk melakukan sesuatu (karya)
– Yang kita rasakan akan membentuk narasi
kehidupan kita
The Fifth Discipline: Mental Model
Narasi Kehidupan
Unsur Kehidupan
Bentuk Kehidupan
MENTAL
MODEL
Jiwa
Raga
Publik
Privat
The Fifth Discipline: Mental Model
• Apa narasi kehidupan anda?
• Apa yang akan anda lakukan?
• A difficulty becomes a problem when it
becomes about you, A problem becomes an
opportunity when you become the change
required to solve the problem
THE FIFTH DISCIPLINE: PERSONAL
MASTERY
The Fifth Discipline: Personal Mastery
To use oth reason and intuition to reate…
Reason being the logical
Intuition being the emotional
Personal Mastery:
Aktifitas berkarya (Karya) yang merupakan
perpaduan antara aktifitas berpikir – rasional
– (cipta) dengan aktifitas merasakan –
emosional (rasa)
Espoused Theory
Emotional
Tension
(Rasa)
Gap
PERUBAHAN
Theory In Use
Karya
Cipta
PEMBELAJARA
N
Rasa
KEPEMIMPIN
AN
Creative
Tension
(Cipta)
The Fifth Discipline: Personal Mastery
Analysis – Think – Change
- Data and analysis influence
how we think
- New thoughts change
behaviour
PERUBAHAN
Karya
Cipta
To use both reason and
intuition to reate…
Reason being the logical
Intuition being the
emotional
LEADERSHIP
PEMBELAJAR
AN
Rasa
See – Feel – Change
- Seeing something new hits
the emotion
- Emotionally charged ideas
change behaviour
KEPEMIMPIN
AN
• Learning
• Communicating
The Fifth Discipline, Peter Senge, 1990
The Heart of Change Field Guide, John Kotter, 2005
The Fifth Discipline: Personal Mastery
Essences
Principles
Practices
• Being
• Generativeness
• Connectedness
• Vision
• Creative Tension vs Emotional
Tension
• Subconscious
• Clarifying Personal vision
• Holding creative tension
Focusing on result
Seeing current reality
• Making choices
Leadership: Leader Level
Leader level as define by
Jim Collins
Leadership: Leader Level
Leader level as define by
John C Maxwell
LEARNING LOOPS
ASSUMPTIONS
ACTION
RESULT
Single Loop Learning
Are We Doing Things Right?
Rules - Procedures
Double Loop Learning
Are We Doing The Right Things?
Patterns - Insight
Triple Loop Learning
How Do We Decide What Is Right?
Principle
Adapted from Adam Kahane: Solving Tough Problems, San Francisco: Berrett-Koehler, 2004.
Achieving Result
CONTEXT
LEARNING, RESULT and FUNCTIONS
Learning Loop
Learning Area
Learning Level
Learning Result Management
Functions
Single
Rules and
Procedures
Obligation &
Permission
Improvement
(Reform)
First Level
Double
Patterns &
Insight
Knowledge &
Understanding
Renewal
(Transform)
Second Level
Triple
Principle
Courage & Will
Development
(Mutation)
Third Level
(Leadership &
Being A Leader)
Adapted from Joop Swieringa, Andre Wierdsma: Becoming a Learning Organization – Beyond
the Learning Curve, Cambridge: Addison Wesley, 1992.
LEARNING LOOPS and
COMMUNICATING
ASSUMPTIONS
ACTION
RESULT
Single Loop Learning
Communication
Level:Right?
Are
We Doing Things
Down-loading
Rules
Procedures
Double Loop Learning
Are We Doing The
Right Things?
Communication
Level:
Patterns - Insight
Debating
Triple Loop Learning
How
Do We Decide
What Is Right?
Communication
Level:
Principle
Dialogue, Reflective & Generative
Adapted from Adam Kahane: Solving Tough Problems, San Francisco: Berrett-Koehler, 2004.
Achieving Result
CONTEXT
Leadership Defined
Learning
Loop
Learning
Area
Learning Level
Learning Result
Management
Functions
Communication
Single
Rules and
Procedures
Obligation &
Permission
Improvement
(Reform)
First Level
Downloading
Double
Patterns &
Insight
Knowledge &
Understanding
Renewal
(Transform)
Second Level
Debating
Triple
Principle
Courage & Will
Development
(Mutation)
BREAKTHROUGH
Third Level
Dialogue
(Leadership &
Being A Leader)
Reflective &
Generative
Leadership: Leader Level
What level of leader are you?
Perubahan
Eka Satya Putra
THE FIFTH DISCIPLINE: MENTAL
MODEL
The Fifth Discipline: Mental Model
• One life s journey starts,
Not when one decide how far to go,
But when one decide how deep to know oneself.
• Mental Model
– It is a framework for the cognitive processes of our mind.
In other words, it determines how we think and act
– theories of a tion or espoused theory whi h are a set of
rules that we use for our own behaviors as well as to
understand the behaviors of others.
– However, people don't usually follow their stated action
theories. The way they really behave can be called their
theory-in-use.
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
The Fifth Discipline: Mental Model
• However, people don't usually follow
their stated action theories. The way
they really behave can be called their
theory-in-use. It is usual:
– To remain in unilateral control,
– To maximize winning and minimize
losing,
– To suppress negative feelings, and
– To be as rational as possible by which
people mean defining clear objectives
and evaluating their behavior in terms
of whether or not they have achieved
them. (Argyris, 1991).
Jiwa/Raga
Dependent state
Ladder of Inference – How we see what we see
It is about Me, Now, Win (my Ego)
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
Ladder of Inference – How we see what we see
REFLEXCIVE LOOP : our
BELIEFS affect what data
we select next
I take ACTIONS
based on my beliefs
I adopt BELIEFS about the
world
I draw CONCLUSION
I make ASSUMPTIONS based on the
meaning I added
I add MEANINGS (Cultural and
Personal)
I select DATA from what I observe
Observable DATA and Experiences (as a
video tape recorder might capture it)
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
Ladder of Inference – How we see
what we see
Ladder of Inference
Events
•
Observable DATA and EXPERIENCE
•
•
•
•
•
•
•
•
Select DATA
Add MEANING (Cultural and
Personal)
Make ASSUMPTIONS
Draw CONCLUSION
Adopt BELIEFS
•
Take ACTION
•
•
•
•
•
X comes late to the meeting
X knows when the meeting is starting
X does not explain why he comes late to
the meeting
X comes late and no explanation
X deliberately comes late
X always comes late
We can not count on X, he is unreliable
Unreliable can not be tolerated because
it shows there is no commitment
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
The Fifth Discipline: Mental Model
• Ladder of inference: Our mental model is flawed
– We generalize our beliefs and assumptions to the next
situation we encounter and use them to filter the data
we are willing to consider. Hence, every time we start
up the ladder for a new situation, we are handicapped
from the beginning. (Argyris, 1993; Senge, Fieldbook,
1994)
• Remedy
– Left-Hand Column, Right-Hand Column
• Left-Hand Column: what I am thinking
• Right-Hand Column: what was said
– Balance Advocacy vs Inquiry
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
The Fifth Discipline: Mental Model
Essences
Principles
Practices
• Love of truth
• Openness
• Espoused theory vs Theory in use
• Ladder of inference
• Balance inquiry and advocacy
• Distinguishing data from abstraction
on data
• Testing assumptions
• Left hand – right hand column
Adapted from Peter Senge: The Fifth Discipline, Doubleday, 1990.
The Fifth Discipline: Mental Model
• Mental Model:
– Apa yang kita rasakan (rasa) pada saat kita berpikir
(cipta) untuk melakukan sesuatu (karya)
– Yang kita rasakan akan membentuk narasi
kehidupan kita
The Fifth Discipline: Mental Model
Narasi Kehidupan
Unsur Kehidupan
Bentuk Kehidupan
MENTAL
MODEL
Jiwa
Raga
Publik
Privat
The Fifth Discipline: Mental Model
• Apa narasi kehidupan anda?
• Apa yang akan anda lakukan?
• A difficulty becomes a problem when it
becomes about you, A problem becomes an
opportunity when you become the change
required to solve the problem
THE FIFTH DISCIPLINE: PERSONAL
MASTERY
The Fifth Discipline: Personal Mastery
To use oth reason and intuition to reate…
Reason being the logical
Intuition being the emotional
Personal Mastery:
Aktifitas berkarya (Karya) yang merupakan
perpaduan antara aktifitas berpikir – rasional
– (cipta) dengan aktifitas merasakan –
emosional (rasa)
Espoused Theory
Emotional
Tension
(Rasa)
Gap
PERUBAHAN
Theory In Use
Karya
Cipta
PEMBELAJARA
N
Rasa
KEPEMIMPIN
AN
Creative
Tension
(Cipta)
The Fifth Discipline: Personal Mastery
Analysis – Think – Change
- Data and analysis influence
how we think
- New thoughts change
behaviour
PERUBAHAN
Karya
Cipta
To use both reason and
intuition to reate…
Reason being the logical
Intuition being the
emotional
LEADERSHIP
PEMBELAJAR
AN
Rasa
See – Feel – Change
- Seeing something new hits
the emotion
- Emotionally charged ideas
change behaviour
KEPEMIMPIN
AN
• Learning
• Communicating
The Fifth Discipline, Peter Senge, 1990
The Heart of Change Field Guide, John Kotter, 2005
The Fifth Discipline: Personal Mastery
Essences
Principles
Practices
• Being
• Generativeness
• Connectedness
• Vision
• Creative Tension vs Emotional
Tension
• Subconscious
• Clarifying Personal vision
• Holding creative tension
Focusing on result
Seeing current reality
• Making choices
Leadership: Leader Level
Leader level as define by
Jim Collins
Leadership: Leader Level
Leader level as define by
John C Maxwell
LEARNING LOOPS
ASSUMPTIONS
ACTION
RESULT
Single Loop Learning
Are We Doing Things Right?
Rules - Procedures
Double Loop Learning
Are We Doing The Right Things?
Patterns - Insight
Triple Loop Learning
How Do We Decide What Is Right?
Principle
Adapted from Adam Kahane: Solving Tough Problems, San Francisco: Berrett-Koehler, 2004.
Achieving Result
CONTEXT
LEARNING, RESULT and FUNCTIONS
Learning Loop
Learning Area
Learning Level
Learning Result Management
Functions
Single
Rules and
Procedures
Obligation &
Permission
Improvement
(Reform)
First Level
Double
Patterns &
Insight
Knowledge &
Understanding
Renewal
(Transform)
Second Level
Triple
Principle
Courage & Will
Development
(Mutation)
Third Level
(Leadership &
Being A Leader)
Adapted from Joop Swieringa, Andre Wierdsma: Becoming a Learning Organization – Beyond
the Learning Curve, Cambridge: Addison Wesley, 1992.
LEARNING LOOPS and
COMMUNICATING
ASSUMPTIONS
ACTION
RESULT
Single Loop Learning
Communication
Level:Right?
Are
We Doing Things
Down-loading
Rules
Procedures
Double Loop Learning
Are We Doing The
Right Things?
Communication
Level:
Patterns - Insight
Debating
Triple Loop Learning
How
Do We Decide
What Is Right?
Communication
Level:
Principle
Dialogue, Reflective & Generative
Adapted from Adam Kahane: Solving Tough Problems, San Francisco: Berrett-Koehler, 2004.
Achieving Result
CONTEXT
Leadership Defined
Learning
Loop
Learning
Area
Learning Level
Learning Result
Management
Functions
Communication
Single
Rules and
Procedures
Obligation &
Permission
Improvement
(Reform)
First Level
Downloading
Double
Patterns &
Insight
Knowledge &
Understanding
Renewal
(Transform)
Second Level
Debating
Triple
Principle
Courage & Will
Development
(Mutation)
BREAKTHROUGH
Third Level
Dialogue
(Leadership &
Being A Leader)
Reflective &
Generative
Leadership: Leader Level
What level of leader are you?