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	“Managing Organization Change”Customized AIT Training ProgramFor the National Family Planning Coordinating Board of Indonesia A session with Dr. Prof. B.K. Passi Prasena Think Tank 12 December 2002
	Three broad questions What is Learning What is Organization What is Learning Organization

	Popular concept of system Input Process output
	What is systems thinking What is a system? What is thinking? What is systems thinking?
	We need to learn about Learning Organization People Knowledge Technology
	Learning organization Personal Mastery Mental Models Shared Vision Team Learning Systems Thinking

	System is complementarywhole like Yin and Yang Being complementary and alternative, they are not dissociable.
	System is a Whole always

	System of tap water: who is deciding : you or water level ?





	Organizational Behavior: Conflicts in Organizations Levels of Conflict Intrapersonal Conflict Interpersonal Conflict Intragroup Conflict Intergroup Conflict Intraorganizational Conflict Interorganizational Conflict
	Organizational Behavior Conflict in Organizations Interpersonal Conflict Management Force Withdrawal Smoothing Compromise Mediation and Arbitration Superordinate Goals Problem Solving Dialogue
	Importance of ‘Dialogue’
	Lecturing ONE-WAY Communication
	Debate Two-way Communication It teaches fighting
	Discussion Multi-way communication Take decision by voting
	Dialogue is constructing Dialogue is art of listening. Here people learn to listen to learn not only words but all facets of the presence of others in their context Dialogue is exploring for construction not an agreement
	Dialogue is checkingassumptions Your own assumptions And others assumption
	Telling Dictating: “Here’s what I say, and never mind Why” ( dysfunctional ) Asserting: “Here’s want I say, and here’s want I say it.” Explaining: “Here’s how the world works and why I can see it that why.”
	Generating Skillful discussion: (Balancing advocacy and inquiry) genuinely curious makes reasoning explicit asks others about assumptions without being critical or accusing) Dialogue: suspending all assumptions creating a “container” in which collective thinking can emerge Politicking: giving the impression of balancing advocacy and inquiry, while being close-minded (dysfunctional)
	Observing Bystanding: Making comments which pertain to the group process, but not to content. Sensing: Watching the conversation flow without saying much, but keenly aware of all that transpires. Withdrawing: Mentally checking out of the room, and not paying attention. (dysfunctional)
	Asking Interrogating: “Why can’t you see that your point of view is wrong?” (dysfunctional) Clarifying: “What is the question we are trying to answer?” Interviewing: Exploring others’ points of view, and the reasons behind them.
	Special rules of dialogue Circular arrangements; not rows and column type Agenda Chairperson Language Decisions
	Personal masterycreative tension in rubber band
	Personal masterybeliefs, reality, vision
	Conscious and unconscious mind it is like iceberg
	Mental Models: you and around you
	Shared Vision evolves
	Personal visions: variation
	Shared Vision: fully aligned
	Vision by all
	Team coherence and alignment
	Managing Implementation
	Vision-Mission-Implementation
	Tools: groupware Face to face, whiteboards Email, conference, chat, other methods of using LAN, & internet, Web, archives
	Dance of growth & limits Dance: dual play of : Growing process: improve reinforcers (20% solution) Limiting processes: remove constraints (80% solution)
	Knowledge of systems’ thinking is power
	Management of systems is achieved by Bringing changes outside and Changes inside yourself
	Assign best people for best ideas rather to difficult ideas
	What is Management ?
	Management’s Functions