Kepemimpinan

dan Shared Vision

Learning through the fi6h discipline
MENTAL Visi
MODEL Bersama

Pembelajaran Berpikir Pembelajaran

individu Sistem tim

Keahlian Pembelajaran
Pribadi Tim

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 KEPEMIMPINAN adalah
Ketrampilan nurturing change pada organisasi
pembelajaran melalui:
1. Personal mastery
2. Mental models
3. Team learning
4. Systems thinking
5. Shared vision

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 Main Idea
• Shared vision allows ordinary people to do
extraordinary things.

• We can never, never, never have a shared

vision unless we let go.

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“There is nothing
more pathetic
than a man with
eyesight
but has no vision”.

Helen Keller
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 Leadership Principle
• Leader skills: inspire a shared vision.

• A shared vision is one owned by all

stakeholders.

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 What three concepts can help us
appreciate shared vision?
• 1. Multiple time horizons
• 2. Problems, realities and dilemmas
• 3. Importance and urgency

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 Single Time Horizon
• Managers often operate in a single time
horizon.

• “What do I need to do NOW?”

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Short term thinking is dominant
Long Term
Medium
Term

Short
Term

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 Multiple Time Horizons
• An effective leader operates in multiple
time horizons.

• “What do we need to do now that would

help us reach our long term vision and
achieve our strategic objectives?”

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 Multiple Time Horizons

Long Term

Short
Medium Term
Term

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An effective leader constantly shi6s his
thinking.
• Long term
• Medium term
• Short term
• Past

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 Multiple Time Horizons +Past

Long Term Past

Medium Term
Short Term

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 Reflect, Discuss and Synthesize
1. In how many time horizons do you
normally operate?
2. Do you want to keep things as they are
or do you want to change?
3. What do you need to do?

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 Problems, realities and dilemmas
1. Problem - a difficulty that one can do
something about.
2. Reality - a difficulty that one cannot do
anything about and one has to live with.
3. Dilemma - a trade-off between two or
more wants.

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 Exercise 1 - Make a choice
Ingeneral, please classify whether the
following are
problems, realities or dilemmas.
1. Policy
2. Culture
3. Financial resources

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Time -‐Urgency and Importance
• Urgent things are not always
important.

• Important things are not always

urgent.

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 Urgency - Importance Matrix
Urgent Not Urgent
Important
1 2

Not Important 3 4

Source: Stephen Covey,

Seven Habits of Highly
Effective People
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 Exercise 2 - Please classify
• Deadlines • Training
• Crisis • Networking
• Self development • E-mails
• Relationships • Meetings
• Personal goals • Perfectionism
• Health • Excessive
socialization

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 Exercise 3 –
How do you allocate your time?
• Please make a general estimate of how
you normally allocate your professional
time according to the importance-urgency
matrix.

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 How to live before you die
• If you know that you
have only one day to
live, who will you call
and what will you
say?
• What prevents you
from doing so now?

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 We cannot manage time,
we can only manage ourselves.
• Time is democratic. Everyone has the
same amount.
• Time is more important than money.
- Money lost can be earned again.
- Time lost is gone forever.
-

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 Behavior and learning
• If behavior does not change, no learning
took place.

• Unless behavior changes, nothing

changes.

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 What is shared vision?
• A clear description or picture of the future
that all stakeholders want to create.

• It is a future that people are willing to pay

the price for

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 What is shared vision?
• Emphasis is on shared not on vision.

• Description is in the present tense.

•
Draws a picture and avoids use of
indicators or numbers.

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 Vision shared by whom?

Households

Government Community

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Vision shared by whom? Everyone!

Households

Government Community

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 Key question
• Do families, the
primary producers of
health, participate in
shaping the national
health vision?

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 Types of visions
• Personal - What do I want to
happen or create?

• Shared - What do we want to

happen or create?

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 Personal and shared vision
• Shared visions emerge from personal
visions.
• Personal visions come from an
individual’s deep caring.
• Shared visions come from a common
caring.

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Which formula is most common?
Which formula is the Best?
P=Z
C+CP+P = Z
H+HC+HP+C+CP+P+HCP = Z
Z = Program success
P = Program inputs
C = Community inputs
H = Household inputs

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 The range of responses to vision

Commitment Formal Non Apathy

Compliance Compliance Opposed
Genuine Grudging
Compliance Compliance
Enrollment

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Possible Attitudes Toward A Vision
• Commitment - Wants it. Will make it
happen. Creates whatever “laws” are
needed.

• Enrollment- Wants it. Will act within spirit

of the law.

P. Senge. Fifth Discipline, p.219

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Possible Attitudes Toward A Vision
• Genuine compliance- Sees benefits of vision.
Does everything plus more. Follows “letter of
the law”. “Good soldiers”.
• Formal compliance -Does what is expected and
no more.
• Grudging compliance - Follows because does
not want to lose job.

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Possible Attitudes Toward A Vision
• Noncompliance - Does not see benefits of
vision. Will not act.

• Apathy - Neither for or against the vision.

No interest. No energy.

• Opposition - Against the vision. Will fight

it.
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 “What we want to happen”

Commitment Formal Non Apathy

Compliance compliance Opposed
Genuine Grudging
Compliance Compliance
Enrollment

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 “Most likely???”

Commitment Formal Non Apathy

Compliance compliance Opposed
Genuine Grudging
Compliance Compliance
Enrollment

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 “What we don’t want”

Commitment Formal Non Apathy

Compliance compliance Opposed
Genuine Grudging
Compliance Compliance
Enrollment

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Believe you can make a difference and
you will.
• “Vision becomes a living force only when
people truly believe they can shape their
future.”

Peter Senge The Fifth Discipline p. 231

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