l1 km in lo context

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2/4/2013 Knowledge Management 1

Jann Hidajat TjakraatmadjaSBM - ITB

e-mail: [email protected]




1. Introduction

2. Learning Organization (LO)

3. Knowledge Management (KM)

4. Knowledge Innovation Management(KIM)

5. The Challenges of LO Implementation inIndonesia

6. Conclusions




Changing World

KNOWLEDGE ERA

Speed Of Change

Solutions?

Continuous Learning

Uncertainties

Complexity

How to use own

Best learning style

Analytical

Thinking

Self-relianceCreative

Thinking Wisdom

Weakening

Social Supports

Real Income

Drop

No Safety

Nets

Techno-fear

Job losses

20% Unemployment

Robotics

Workplace

Computerization

Man power

Mind power

Multi careers

Technology

Explosion

Population

Explosion

Information

Explosion

Growing

Underclass

Market

Depletion of

Resources

No Constants

Less num

ber

Employed Global




ORGANIZATION =HUMAN BEING

PHYSIC/BODY =SYSTEM AND

INFRASTRUCTURE

SOUL= VALUES/CULTURE/HUMAN BEHAVIOR

TECHNOLOGY/ROADTO WORK

SPIRIT/CREATIONTO LEARN & WORK




Knowledge (tacit

and/or explicit

knowledge) which areembedded in

knowledge workers ,

is the most important

and significant asset.




a. Justified belief that increases an entity‟s

capacity for effective action (Ikujiro Nonaka,Organization Sciences , 1994).

b. Knowledge is a capacity to act (Karl – Eric Sveiby,The New Organization Wealth: Managing and Measuring

Knowledge Based Assets , 1997)

DATA/INFORMATION KNOWLEDGE

Know What Know How

What is What worksInteresting Useful

What interest you? What help you do your jobwell ?




(Amidon, 1997)

1. Knowledge is a main economic resource.

2. Knowledge dissemination is not restricted by space & time

3. Knowledge dissemination is not restricted by rules orregulations

4. Value and product price is determined by knowledgecontents embedded in it

5. Knowledge which can be transformed into process/system (explicit knowledge) is more valuable compared toknowledge in the form of human mind (tacit knowledge)

6. Human capital is a key component to create newinnovation which brings value

7. Effective communication strongly affects knowledge flow




Contrast of Management issues:

Traditional/Industrial(Financial Capital)

Knowledge/Innovation(Human Capital)

PerformanceMeasures

• Financial• Static• $$$ as assets

ComprehensiveDynamicRelationships as assets

Structure/Culture•

Competitive• Market share• Distrust of borders

Collaborative Sets of alliances Value-adding

People/Leadership

• Cost/expense• Profitability

Revenue/investment Sustained growth

Process•

Independence• Cause-effect

Interdependence Value system

Technology • Information processing

• Data/information• Things/warehouse

Knowledge processing Tacit/explicit knowledge

Flow/process

Debra M.A & Doug Macnamara, “7 C’s of Knowledge Leadership: Innovating our Future ”, 1996




ECONOMIC COMPANY LIVING COMPANY

LIKE MACHINE LIKE HUMAN BEING

ECONOMIC vs LEARNING

Philosophy: Company = Activities Collection

(Profit for Rich )

Economic Machine(Assets = Non Living Assets)

Economic Value Added

Philosophy : Company =Human Collection

(Profit for Life )

Living Machine(Modal = Living Assets)

Learning Organization

1. Economic Value Added2. Spiritual Value Added

Mechanic Organization




World Class companies, noted in

Fortune 500, they have 40-50 years life time average

Source: Jan Hidajat Tjakraatmadja and Donald Crestofel Lantu, Knowledge Management

dalam Konteks Organisasi Pembelajar , 2006.

Can‟t Learn- Peter Senge (1990):

Knowledge era rely on LEARNING ORGANIZATION




Knowledge Lost

Knowledge era concern about KNOWLEDGE

LOST

I bring my knowledge

died or

move toothercompany




“The most important, and indeedtruly unique, contribution of management in the 20th century wasthe fifty-fold increase in the

productivity of the manual worker inmanufacturing.

The most important contribution

management needs to make in the21st century is similarly to increasethe productivity of knowledge work and the knowledge worker” Peter F. Drucker

Knowledge Worker?

Knowledge era rely on

KNOWLEDGEWORKER




1. LIVING or INTANGIBLE ASSETS

(HUMAN BRAIN = Knowledge Machine)

2. NON LIVING or TANGIBLE ASSETS

(Money, Land, Car, Building, etc.)

Knowledge era rely on LIVING (INTANGIBLE) ASSETS

Living Assets?




„Macro issues are sensitive but we haveneglected people. We must now invest in

recruitment and training as priorities.‟

„The most critical internal factor is thequality and dedication of the people. This

is the only factor that makes a realdifference in finding the path to growth.

„People will define the speed thatthe company can adapt to change.‟




1) Sensitivity to the environment = the ability tolearn and adapt.

2) Cohesion and identity = the ability to build acommunity and a persona for itself.

3) Tolerance and decentralization = the ability tobuild constructive relationships with otherentities, within and outside itself.

4) Conservative financing = the ability to govern its

own growth and evolution effectively. Arie de Geus

No longer is it enough for leaders to manage the resources of anorganization - successful organizations will be the ones with

outstanding employee relations. - Jack Stack




1) Knowledge Era requires LearningOrganization and KnowledgeManagement.

2) Learning Organization and KnowledgeManagement require Knowledge Society.

3) Knowledge Society require KnowledgeWorker.




INOVATION

FLEXIBLE

QUALITY

COST

Innovative Organization

Flexible Organization

Quality Organization

Efficient Organization

60th 70th 80th 90thYEAR

SMART

2000th

CO

MPET

ITI V E

NESS

Learning Organization




LearningOrganization

KnowledgeManagement

Knowledge InnovationManagement

+

+

Process andTechnology

InnovationManagement

Marketablegoods and

servicesfor




PART-1




the set of individual, team and

organizational processes and skills for

creating new knowledge (e.g. work

improvement, improvisation, process or

product innovation) at all levels and

units in an organization and for sharingor transferring knowledge across an

organization to those who need it.




1. Coca-Cola

2. Shell Oil3. First National Bank Corp.4. Chevron5. British Petroleum6. Chrysler Corp.7. Intel8. Harley Davidson9. Toyota10. Mitsubishi11. Nokia12. Sony

13. Samsung14. LG15. HP16. And many more……………




LEARNING HABITAT

LEARNINGENABLER

(LEADERS)

K N OWL E D GE

W ORK E R S

L E A RNI N G

F A C I L I T I E S

LEARNING DISCIPLINES

SMART ORGANIZATION




1. LEARNING “FOUNDATION” = LEARNING HABITAT:

a. A CLIMATE OF TRUST

b. LEARNING CULTURE

2. LEARNING ENABLER = LEADERSHIP:

a. LEADERSHIP

3. LEARNING “FIRST PILLARS” = KNOWLEDGE WORKERS:

a. MIND SET AND HABITS4. LEARNING “SECOND PILLAR ” = LEARNING FACILITIES:

a. LEARNING SYSTEM

5. LEARNING “ROOF” = LEARNING DISCIPLINES:

a. PERSONAL MASTERY b. SHARED VISION

c. MENTAL MODEL

d. SYSTEMS THINKING

e. TEAM LEARNING




Focus: Inner Shift Organization

a. Competent Leaders

b. Knowledge Workers

c. Trust and learning culture d. Learning skills




a. Cross functional team

b. Team members attitudes: willing to work,high commitment, high satisfactory, and

closed networking.c. Delivered

d. Group informal

a. R1 = Develop individual learning capability – Personal Mastery

b. R2 = Develop team learning capability - shareknowledge skills

c. R3 = Develop organizational learning capability –

human capital




Tacit-Explicitnew Knowledge

Employees

involved

Intellectual,

Credibility andSocial Capital

Enthusiasm andcommitment for

Learning & Change

(4)

R2

(3)R1

(5)R3

(1) Investmentin Initiative forLearning and

Change

(2) LearningEnthusiasmand Ability

(3) IndividualLearning Outcome= Personal Mastery

(4) Networkingand Diffusion =

SharedKnowledge

(5) OrganizationalLearning Outcome= Human Capital




PART-2




What kind of

knowledgeshould be

managed?

Sourcing,

capturing and

deploying

Knowledge

assets?

How to be

managed?




a. KM definition: sourcing and deploying

knowledge assets for better work performance.

It includes providing the knowledge worker the

right information he/she needs at the right time

to do a job well.

b. Explicit Knowledge = documented in print oraudio-visual material or encoded in databases

c. Tacit Knowledge = not articulated, notdocumented or not encoded knowledge.

d. Tacit : Explicit = 80% : 20%




Consistency - especially in customer facing processes

Coordination - especially for minimising errors or finding data

Compliance - for facilitating accountability

Cost Management - by avoiding re-work and redundancy Control - for ensuring timely and best decisions, especially to

meet risks and opportunities in the environment

AND

Intelligence - in sensing changes, risks and opportunities in the

environment

Innovation - in responding to risks and opportunities

Capacity Building - to be able to respond to diverse events

Resilience - to be able to recover from adverse events

Knowledge Management Supports Organisational

Effectiveness by Providing:

Patrick Lambe; Straits Knowledge President, iKMS




KNOWLEDGE MANAGEMENT

HUMAN WARE HARD WARE

INTANGIBLE ASSETS MECHANISM (ENABLER)

LEARNING

ORGANIZATION

SYSTEM, ORGANIZATION

AND ICT (Process andTechnology)

1. SHORT TERM OBJECTIVE: How to become learningorganization – habits for continuous creating andacquiring new individual knowledge and transferring

it to new organizational knowledge/behavior/actions ,to sustain being the intelligence organization

2. LONG TERM OBJECTIVE: How to become worldclass organization – habits for continuous

performance improvement, to sustain being the best




=KNOWLEDGE

WORKER

(Mind set & Habits)

+PROCCESS

andTECHNOLOGY

1. Mutual Trust2. Learning Culture3. Work Competence4. Leadership

1. Policy and Strategy

2. Organization & Business Process3. Performance Management4. Information & Comm Technology

K N

OWL E D GE

MA NA GE ME NT

LEARNINGORGANIZATION




Knowledge Worker

Knowledge

Management

Learning

Organization

PREMIUM VALUE CREATION

Value creationfor Customers

Value Creationfor Stakeholders

Value Creationfor Workers




1. Effective KM requires hybrids solutions involvingboth people and technology.

2. KM is highly political.

3. KM requires Knowledge Managers.

4. KM benefit more from maps than models, more

from market than hierarchies.5. Sharing and using knowledge are often unnatural

acts.

6. KM means improving knowledge work processes.

7. Access to knowledge is only the beginning.8. KM never ends.

9. KM requires knowledge contract

10. KM is expensive, but if you don‟t?




LEARNING ORGANIZATION

INTANGIBLE

ASSETS

P OL I C Y A ND

S T RA T E GY

OR GA NI Z A T I ON

P RI N C

I P L E S

INFORMATION & COMMUNICATION TECHNOLOGY

PREMIUM VALUECREATION (BETTER

WORK PERFORMANCE)




Focus: Outer Shift Organization

1. Change Management Strategy. 2. Adaptif system and organization. 3. Information & Computer

Technology.

4. Performance System.




STRATEGI NILAI INNER SHIFT OUTER SHIFT

ASUMSI: BELUMDEWASA PEMIMPIN

ING MADYO MANGUN KARSO

CIPTAKAN SUASANAKRISIS

STRATEGI:PUSH

PRODUK-TIVITASINTERNAL

MEMBANGUN “HABITAT”:

RASA SALINGPERCAYA DANBUDAYA BELAJAR

STRATEGI PERUBAHAN

SISTEM DANORGANISASI

ADAPTIF

MEMBANGUNKEDEWASAAN & KETERAMPILANBELAJAR

MEMBANGUN ICT

MEMBANGUN MGT

KINERJA

ASUMSI: SUDAHDEWASA PEMIMPIN

TUT WURI HANDAYANI

INOVASIBERKELANJUTAN

STRATEGI:PULL

TRANSPA-RANSI

PERFORMANCE BASEDPAY

1

5

5

34

7

2

6




PART-3




The creation, evolution, exchangeand application of new ideas into

marketable goods and services for:

1. The success of an enterprise2. The vitality of a nation’s economy

3. The advancement of society

Debra M. Amidon‟s “Innovation Strategies for the Knowledge Economy: The Ken Awakening”, 1996




Issue KnowledgeManagement

KnowledgeInnovation

ManagementPhilosophy Knowledge as the

assetFuture as the asset

Focus “sharing what we

know”, such asbest practice ortransform tacit knowledge to

explicit knowledge.

Integrates

KnowledgeManagement with

InnovationManagement

Goal Developknowledge

economy (creativeeconomy)

Develop livelihoodeconomy



2/4/2013 Knowledge Management 41Debra M. Amidon’s “Innovation Strategies for the Knowledge Economy: The Ken Awakening”, 1996

1st

Technology

as the Asset

2nd

Project

as the Asset

3rd

Enterprise

as the Asset

4th

Customer

as the Asset

5th

Knowledge

as the Asset

CoreStrategy

R&D inisolation

Link toBusiness

Technology/BusinessIntegration

Integrationwith customerR&D

CollaborationInnovation System

Changefactors

Unpredicta-bleserendipity

Inter-dependency

SystematicR&Dmanagement

Accelerateddiscontinuousglobal change

Kaleidoscopicdynamic

Perfor-

mance

R&D as

overhead

Cost-

sharing

Balancing

Risk/Reward

Productivity

paradox

Intellectual

capacity/ impact

Structure Hierarchical;funct. driven

Matrix Distributedcollaboration

Multi dimensi-onal COP‟s

Symbioticnetworks

People We/Theycompetition

Proactivecooperation

Structuredcollaboration

Focus on va-lues & capacity

Self managingknowledge worker

Process Minimalcommuni-cation

Project toprojectbasis

PurposefulR&D/Portfolio

Feedback loops&informationpersistence

cross-boundarylearning andknowledge flow

Techno-logy

Embryonic Data-based Information-Based

IT as acompetitiveweapon

IntelligentKnowledgeProcessors

CUST. RETENTION CUST. SATISFACTION CUSTOMER SUCCESS




VI Future as the Asset

V Knowledge as the Asset

IV Customer as the Asset

III Enterprise as the Asset

II Project as the Asset

I Technology as the Asset

AB

Adapted from Charles Handy‟s Sigmoid Curve




People Role Structure Technology Process Performance

TechnologyTransfer

•Technology-Push

•SkillDependent

•Functionally-Driven

Data-Based •Linear

Sequential•Transactional

•Quantitative

•Tabulations

TechnologyExchange

• Market-Pull• Relationship

Dependent

•FunctionallyInterconnec-ted

Information- based

•Dual Commu-nication

•MutualExchange

•Qualitative

•Quid pro quo

KnowledgeExchange

• Push-PullBalance

• LearningProcess

•Centralized•Command &

Control

Knowledge-Based

•Cross-Functi-onall Commu-nication

•Change-Oriented

•Qualitative•Quid pro quo

Knowledge Management

•RoleDefinition

•

Accountability

•Decentralized•Local

Autonomy

CollectiveKnowledge-Based

• IntegratedInteraction

•Transforma-tional

• Productivity

• PartnerSatisfaction

KnowledgeInnovation Management

•Self-ManagingSystem•Empowerment

•DistributedNetwork •Multiple,DynamicModes

IntelligentKnowledgeProcessors

• „Real-Time‟ GlobalLearning

•Symbiotic

• InvestmentStrategy

• PartnerSuccess

Debra M. Amidon’s “Innovation Strategies for the Knowledge Economy: The Ken Awakening”, 1996




1. Innovation Value System (not value chain = thinkinglinier and static) – is dynamic and shows all

interdependent relationships

2. Strategic Business Network (not Strategic BusinessUnits = tend to create isolated islands of knowledge) – encourage the flow of knowledge between partners,customers, suppliers, research organization and other

stakeholders, including competitors, in the innovationprocess.

3. Collaborative (not Competitive = win-lost scenarios) Advantage – win-win situation through symbiotic

relationships.4. Customer Success (not Satisfaction = meets today‟s

articulated need) – helps identify those future unarti-culated needs, the source of growth and future success.

Debra M. Amidon‟s “Innovation Strategies for the Knowledge Economy: The Ken Awakening”, 1996




1. Learning culture and trust (learninghabitat) problems

2. Organization structure and Performance

Management problems.3. Leadership problems – they can‟t

function as an enabler to developlearning habitat and learning facilitator.

4. Macro economic, political and societyconstraints – not conducive.




1. Bangladesh, Kamboja, Fiji, Iran, Mongolia, Nepal,Pakistan and Sri Langka not yet identified of KMimplementation, whether in macro level as well as

micro level.2. Indonesia, Philipina and Vietnam didn‟t have any

national policy or strategy of KM implementation todevelop knowledge-based economy.

3. KM in Asian Countries (example):

a. Korea vision (e-Korea Vision 2006)b. India Vision 2020: Nation blasting with energy,

entrepreneurship and innovation, where knowledgeis free.

c. Singapore vision 21st century: Knowledge-based

societyd. Malaysia vision 2020: Knowledge-based Economy

e. Thailand vision 2010: Knowledge-based Economicand Society.

f. Taiwan vision: KM in Single and Medium Enterprise.




1. KM is not ICT. Success implementation of KM

depend on: 70% people mind set and habits: Soft Skills

(Values, Culture, Behavior and Attitude) andHard Skills (Knowledge and Skills)

30% Process (Policy & Rules; Governance;Business Process) and Technology (IT, Toolsand Infrastructure).

2. KM implementation is not a project, but a long

journey of shifting (through learningorganization), starting from development of people mind set and habits, guided by goodleadership.




3. KM seek Senior Management commitment to :

a. Sends a strong, explicit signal to colleaguesthat this is a priority for the organization

b. Ensures access to the right people for eachstage

c. Ensures that effective participation is apriority for your colleagues

d. Participating fully in the KM StrategyWorkshop, clarifies where the priorities are,avoids “second guessing syndrome”

e. Increases likelihood of implementationfollow through

Patrick Lambe; Straits Knowledge President, iKMS




4. KM Critical Success Factors:a. Proper KM education

b. Senior Management engagement and commitmentc. Identification of the critical knowledge areas/assets

d. A shared KM vision and strategy linked to the businessobjectives

e. A naturally flourishing knowledge sharing culture

f. Robust KM-enabled processes that leverage theknowledge

g. Natural and flourishing knowledge-led communities

h. Enabling knowledge technologies

i. Aligned rewards and recognition

j. Critical knowledge worker skills training & competencedevelopment

k. Measures to gauge the business and KM benefits

Ron Young, CEO, CKO, Knowledge Associates International Ltd, Chairman, Young International Ltd




5. The foundation for a knowledge economic order hasbeen laid. This is a very different paradigm from

previous agricultural, industrial or service economies.The challenge is to determine the integral linkage between human potential and economic performance .

6. The knowledge economy only affords anunprecedented opportunity for creating the future.

The answers lie in an effective innovation strategy ,redefined according to the flow of knowledge: ideasto prosperity.

7. Increasingly management responsibilities will beviewed as facilitating the learning process , which

includes external stakeholders (e.g., suppliers,distributors, alliance partners, customers, and evencompetitors). How these relationships are managed isfar more a matter of collaborative expertise than thecompetitive skill with which most are familiar.




8. With the emerging community of innovationpractice, it is understood that various

practitioners throughout the value system cancontribute. Implementation will vary (companyto company, industry to industry, nation tonation), but coming to a common understandingof a mutual mission could enable better

utilization of financial, technical and humanresources.

9. The core premise of the future is collaboration. Itdoes mean that their orientation shifts to one of sharing and leveraging one another for mutualsuccess. In national and global terms, this isdescribed as creating the common good fromwhich all benefit , with true global symbiosis.

Debra M. Amidon “Blueprint for the 21st Century Innovation Management”, September 1998.




LEARNING HABITAT

LEARNING

ENABLER

(LEADERS)

K N O W L

E D G E

W O R K

E R S

L E A R N

I N G

F A C I L I T I E S

LEARNING DISCIPLINES

SMART

ORGANIZATION




1. LEARNING “FOUNDATION” = LEARNING HABITAT:

a. A CLIMATE OF TRUST

b. LEARNING CULTURE

2. LEARNING ENABLER = LEADERSHIP:

a. LEADERSHIP

3. LEARNING “FIRST PILLARS” = KNOWLEDGE WORKERS:

a. MIND SET AND HABITS4. LEARNING “SECOND PILLAR ” = LEARNING FACILITIES:

a. LEARNING SYSTEM

5. LEARNING “ROOF” = LEARNING DISCIPLINES:

a. PERSONAL MASTERY

b. SHARED VISION

c. MENTAL MODEL

d. SYSTEMS THINKING

e. TEAM LEARNING




Indicators of MUTUAL TRUST:

1) Well nurtured reliance, which grows from mutual

trust and empathy.2) Well nurtured friendship and sincere

communication, which grows from trust andadaptive position.

3) Capable of resolving conflict, which grows from

ability to share beliefs and thoughts.4) Well nurtured ethical openness, which grows from

willingness to accept suggestions and ethicalcritiques.

a. A CLIMATE OF TRUST – is critical for trust to

the free exchange of knowledge/information.

b LEARNING CULTURE: values or beliefs or daily




b. LEARNING CULTURE: values or beliefs or dailyworking habits, which underlies behavior andemployee perceptions in the transformation ortransfer and combination amongst organizational

members or with organizational partners.

Indicators of Learning Culture:

1. Spirit for sharing knowledge, which grows from habits of sharing knowledge.

2. Attitude of respecting customers, which grows from caringof customers and other employees.

3. Tolerance towards different opinions and mistakes, whichgrows from beliefs that differences and mistakes(unintended) are human traits, which result in

experiences (sources of knowledge and creativity andinnovation).

4. Spirit of sustainable learning, which grows from beliefsthat knowledge quickly increases and can be mastered if we have habits to learn continuously.




Future

Internal

Environment

Present

External

Environment

Spokesperson

Change Agent Coach(Transformational)

Direction Setter

(Vision)

Change

Agent




a) SYSTEMATIC PROBLEM SOLVING SKILLS: Relying

on the scientific method, insisting on data, andusing simple statistical tools.

b) EXPERIMENTATION WITH NEW APPROACHES:Training in evaluating experiments

c) LEARNING FROM THE EXPERIENCES AND PAST

HISTORY: Review their successes and failures.

d) LEARNING FROM BEST PRACTICES: Cultivate the

art of open and attentive listening.e) TRANSFERING KNOWLEDGE QUICKLY AND

EFFICIENTLY THROUGHOUT THE ORGANIZATION




INFORMATION TECHNOLOGY: has led many companies toimagine a new world of leveraged knowledge. Many companiesare rethinking how work gets done, linking people throughelectronic media so they can leverage each other‟s knowledge.

1. E-mail and internet have made it possible for professionals todraw on the latest thinking of their peers no mater they arelocated.

2. A geologist can compare data on an oil field to similar fieldsacross the globe to assess its commercial potential.

3. An engineer can compare operational data on machineperformance with data from a dozen other plants to find thepatterns of performance problems.

4. A consulting company set up a best practices data-base withdetailed description of projects so consultant around theglobe could draw from each others experience.

5. A computer company‟s systems design group created anelectronic library of system configurations so designers coulddraw from a store of pre-developed components.

WHY INFORMATION TECHNOLOGY




The difficulty in most knowledge management efforts lies in changing

organizational culture and people‟s work habits .

If a group of people don‟t already have sharedknowledge, don‟t already have plenty of contact,

don‟t already understand what insights andinformation will be useful to each other, information

technology (IT) is not likely to create it.

WHY INFORMATION TECHNOLOGYINSPIRED BUT CANNOT DELIVER

KNOWLEDGE?

“Knowledge is experience. Everything else is just information” - Albert Einstein




SharedVision

Discipline (BV)

PersonalMasteryDiscipline

(PM)

MentalModel

Discipline (MM)

Team

Learning

Discipline

(TB)

SystemsThinkin

gDisciplin

e (BS)

Team Learning StageIndividual

Learning Stage

Learning Organization Disciplines




Learning Organization Disciplinescontinued

1) Personal Mastery: Shared vision comes frompersonal vision. Collective commitment to learningcomes from individual commitment to learning. Anorganization that is continually learning how to createits future must be made up of individuals who are

continually learning how to create more of what trulymatters to them in their own lives.

2) Building Shared Vision: there is no substitution fororganizational resolve, conviction, commitment, and

clarity of intent. They create the need for learning andcollective will to learn. Without shared vision,significant learning occurs only when there are crises,and the learning end when the crises end.

Learning Organization Disciplines




Learning Organization Disciplines continued

3. Working with Mental Models: organizationsbecome frozen in inaccurate and disempoweringviews of reality because we lack the capability to seeour assumptions, and to continually challenge andimprove those assumptions. This requires fosteringmanagerial skills in balancing inquiry and advocacy

in organizations that have been traditionallydominated by advocacy.

4. Systems Thinking: it‟s not just how we learn, butwhat we learn. The most important learning incontemporary organizations concerns gaining sharedinsight into complexity and how we can shapechange. Systems thinking is about understandingwholes, not parts, and learning how our actionsshape our reality.




Focus?

Develop Inner Shift Organization

a. Develop leaders

b. Develop knowledge workers

c. Develop trust and learning

culture

d. Develop learning skills




Internal

Environment

Present

External

Environment Spokesperson

Change Agent

Coach(Transformational)

Direction Setter(Visionary)

Change Agent

Future



Merci bienArigatoo

Matur NuwunHatur NuhunMatur se Kelangkong

SyukronKheili MamnunDanke

Thank youTerima Kasih

l1 km in lo context

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