Learning Is A Natural Human Activity...
There are many organizations in the world, ranging from young men, student senates, student organizations in schools, boy scouts, to major institutions, such as ministries, military and international cross-border organizations. Everything has in common, namely the presence of a group of people with different abilities that have the same goals, and set with a set of rules and certain values.
Learning organization is all of these things, coupled with the passion for learning, so that it can develop themselves and the existing organization, and achieve the ultimate goal with the maximum. Good isn't it? Unfortunately, not all organizations are learning organizations. That is, not everyone likes to learn. They are lazy to develop themselves and their organization. As a result, the performance of the organization became sluggish, and their main goal was not achieved. What they get is the tension, the problems and even the conflicts within their organization. Very unfortunate isn't it?
Why do people or organizations become lazy to learn? This happens, because we, and many others around the world, have a misconception about learning. We think that learning is only in school. In the chaotic education system, as we have in Indonesia, learning is a tedious and painful process.
We are asked to memorize many things, and regurgitate them in the test. Creativity is much shackled. Many blind compliance is demanded. As a result, if not bored, people suffer and trauma heavily, when hearing the word "learn". Overrated? The author does not think so.
In fact, learning is a natural human activity. Everyone, from childhood, is a learner. Look at small children who ask a lot about things. Curiosity and self-development are natural human impulses. When it is held in the name of obedience to old views, suffering, trauma and problems are created.
Learning organization is the place to go beyond any kind of trauma and wrong view of the learning process within the organization. In learning organization, the learning process is done both individually and together in a pleasant space. In the process, everyone, and the existing organization, develops naturally. To build an organization with this kind of pattern, a lot of effort needs to be done. One of the most important steps is to organize the existing leadership pattern.
Leadership in Learning Organization...
Confucius, the great Chinese philosopher, once said, "To be a leader, one must first become a human being." He said that more than two thousand and five hundred years ago. Tucked into the sentence is an idea of wisdom. Being a true leader means first to be a wise person.
Unfortunately, many people forget this. The word "leader" is narrowly reduced to "director," or "manager." All changes must come from "above", ie from the owner, director or manager. And when the crisis strikes, people also often blame the bosses.
Behind this view is a perception, that change is only possible to be moved by the people in power. This assumption is a big mistake. First, this assumption states that there are people in power, and there are weak people. Weak people do not have any contribution, while powerful people determine everything. The world is not that simple.
Second, this assumption is also blind to the fact that change always arises from different angles. There is a complicated connection between things that then drive change. This complex network is responsible for the changes that occur, as well as against the various crises that exist. There is not a single actor who incites a change.
From this point of view, we can no longer refer to leadership as one powerful and powerful man. In a learning organization, leadership is collective. This is also called "ecology of leadership". Within this leadership ecology, there are three forms of leadership, namely local leadership, network leadership and executive leadership. All three are interrelated and need each other in the realization of learning organization.
Local, Network and Executive...
These three forms of leadership stand parallel. They need each other and complement each other, to create an atmosphere that supports the birth and development of learning organization. These three forms of leadership do not refer to a particular person who is considered authoritative, but on the nature of cooperation and relationships within the organization. In short, all three are systemic leadership.
Local leadership is the people who are directly connected to the field. They apply existing concepts to real practice. Without a strong local leadership presence, any good idea will never bring significant change. They are the spearhead of the organization.
Network leadership is the people who connect the various parties, in order to achieve certain goals. They know a lot of people, and have the ability to connect previously unrelated people. They are spreading ideas and information to the various parties in need. They are the builders of networks and communities in various places. Their presence is very important in realizing a particular vision and mission into reality.
The executive leadership is the one who sees it from the whole point of view. They see things and challenge systemically, that is, in relation to other things. They also become exemplary figures of the organization, because they are regarded as people who directly live the values of related organizations. In the context of traditional leadership theory, executive leadership is the highest position within the organization.
Without local leadership, a network as strong as any would be useless. However, without a strong network, the impact of local leadership is also very narrow. The executive leadership is also powerless, if the ideas are not connected to the wider community. It becomes useless, when no one can apply his idea appropriately in different contexts.
Network leadership and local leadership will be stuck on the narrowness of their own point of view, without the existence of executive leadership. They will get lost, and lose their grip on organizational values. The main characteristic of leadership in learning organization is interdependence, or interdependence. In this sense, leadership becomes an integral part of the existing culture and system. It does not depend on the presence of highly charismatic people.
Change of View...
Long-term vision of leadership must be abandoned. Leadership is a culture, and not just a powerful and powerful person, who makes decisions, and motivates everyone around him. This is a very individualistic and misleading view. Leadership is not just a superhero figure that saves everyone from the dangers and crises that occur.
As long as our current views are still maintained, as long as that culture of leadership will not be created. And if the culture of leadership is not created, then the learning organization will not be created. People are just a waitress of a piningit or fair queen who will save the situation. It just becomes a helpless spectator who is subject to all the changes.
In learning organization, leadership is a matter of culture and system. Its presence is to give birth to new leaders who are ready to take on the challenges of the times. People can come and go. However, the system and culture remain, and change according to the changing times. These are all possible in the learning organization.