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Kami Dari Semua : Warisan Usang Budaya Kerja Yang Buruk – Changing Culture, it’s no mystery !


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Changing Culture – it’s no mystery!

When organizations think about moving the behavior of their members in a new direction they often view it in terms of a “cultural” change.

Kami Dari Semua : Meninggalkan Budaya Kerja Yang Buruk

Customers at the Apple Genius Bar in London

There are two basic approaches – think our way to new behavior or behave our way to new thinking. Which works better?

//Catatan awal tahun pada Blog : Kami dari Semua

“Salah satu permasalahan utama dalam menggulirkan roda pemerintahan ( yang justru terkesan dilestarikan ) oleh Lembaga Pemerintahan Republik Indonesia adalah Budaya Kerja yang Buruk yang kemudian melahirkan kinerja atau produktivitas kerja yang sama sekali tidak maksimal. Padahal untuk melaksanakan tugas pokoknya sebagai Abdi Negara, Abdi Rakyat sekaligus Pengayom Rakyat ditengah kompleksnya perderitaan yang dipikul sebagian besar Rakyat Indonesia, maka Kinerja yang Sangat Maksimal menjadi suatu keharusan dan  tidak dapat ditawar.

Pemikiran dan sikap masyarakat yang sudah sedimikian kritis yang pada hakikatnya merupakan dukungan dan dorongan semangat disamping peringatan bagi Penyelenggara Pemerintahan, lahir oleh keinginan yang sangat besar untuk menyaksikan Indonesia menjadi Bangsa Besar, Makmur, Berkeadilan dan Bermartabat.

Sayangnya sampai detik ini rintihan lirih bathin Rakyat atau gegap gempita nya dorongan semangat dari Rakyat disertai ide-ide yang tak jarang sangat Jujur, Cerdas, Sederhana dan Murah, sebagian besar disikapi dengan Ketidak_Pedulian atau Arogan-isme oleh  Abdi Negara, Abdi Rakyat & Pengayom rakyat. Sudah pasti ke 2(dua) sikap tersebut  semakin membuat Bangsa ini terpuruk dan tentunya Rakyat secara Instan dan Real Time yang akan berada pada “Barisan Terdepan Menapaki Jalan Terjal Penuh Penderitaan Yang Tanpa Harapan Ada Akhir Bahagia Diujungnya” buah kerja tanpa hati dari orang-orang yang telah Rakyat titipkan kepercayaan dan harapan besar dipundak mereka.”

Apakah masih harus ditunda untuk meninggalkan Warisan Usang Budaya Kerja Yang Buruk ?

In the first way, we chart a path toward the new thinking that embodies the behaviors we want. We’ll typically have some sort of change management plan and give earnest talks about why it’s so important to change. We’ll spend a lot of time and money creating a communication plan to convince people we are serious about the new culture. Then we’ll be disappointed when most of the organization doesn’t change, and six months later, things are status quo ante.

A better way is to identify the desired behavior directly and the organzational documents that affect that behavior. Change the documents, practices, or procedures. Behavior will change and eventually the new behavior will be the norm. Since the changes are codified in organizational practices and don’t rely upon strong personalities repeatedly reinforcing them, the new behaviors will endure. Eventually it will be recognized as a cultural shift.

Although this second approach seems backwards (act our way to new thinking) it is the approach that works.

Consultants don’t help when we start by defining culture as some combination of values, norms, and assumptions shared by a group, and so on. The problem with such definitions is that these things tend to be hard to measure and harder for organizations to affect directly. Further, they tend to be the result of behaviors that have been adapted over time and need to be inferred from observables.

What we have found for all but the smallest groups is that the organization’s instructions serve as a sort of genetic code for the culture. Inspection of the instructions and written practices reveals the desired behaviors and resulting cultural norms. Identifying the codified leverage points and changing them is the work that must be done.

Take the Apple Store. Want employees to be positive? Specific words are prescribed and proscribed – “unfortunately” is out, “as it turns out” is in. Want employees to be punctual? There are severe consequences for being late – 6 minutes late three times in 6 months and you are fired🙂

Want employees to solve customer problems? Employees have no quotas and receive no sales commissions. By encoding specific behaviors in training manuals and compensation plans, Apple has ensured that we experience a “culture” of competent, unpressured and empathetic help.

Want to embed a cultural change in your organization? Here’s how.

Starting condition: you’ve had a discussion and identified some sort of cultural change the group mostly agrees to. What you want to do now is embed it into the genetic code of the organization, independent of personality.

Pass out the 5×8 cards. Ask people to complete the following sentence: “I’d know we achieved this cultural change if I saw employees ….”

This should move you from something like “Have people proud of the organization.” to “People would brag to their friends they worked for …” or “Every employee would like our company page on Facebook.”

Allow 5 minutes. Then tape the cards on the wall, go on break and allow everyone to mill around the cards.

Discuss how to code the behavior into the companies practices. For example: when a visitor comes in, we greet them with their name, your name, and the company’s name.

Sort and prioritize the answers.

Post date: 2011-10-31 00:49:42
Post date GMT: 2011-10-31 00:49:42Post modified date: 2011-12-07 13:19:33Post modified date GMT: 2011-12-07 18:19:33
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6 responses to “Kami Dari Semua : Warisan Usang Budaya Kerja Yang Buruk – Changing Culture, it’s no mystery !

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