scholarly journals Achieving Organisational Alignment, Safety and Sustainable Performance in Organisations

2021 ◽  
Vol 13 (18) ◽  
pp. 10400
Author(s):  
Peter Blokland ◽  
Genserik Reniers
Keyword(s):  
Mental Models ◽  
Leadership Skills ◽  
Shared Vision ◽  
Sustainable Performance ◽  
Individual Perceptions ◽  
Iso 31000 ◽  
Practical Tool ◽  
Alignment Model ◽  
Technical Systems ◽  
Safe Performance

When looking at socio-technical systems from a systems thinking and systemic perspective, it becomes clear that mental models govern the behaviours and determine the achievements of socio-technical systems. This is also the case for individuals, being systems themselves and, as such, being elements of those socio-technical systems. Individual behaviours result from individual perceptions (mental models). These individual behaviours ideally generate the desired outcomes of a system (team/organisation/society) and create value. However, at the same time, mental models and the associated individual behaviour also bring about unwanted consequences, destroying or diminishing value. Therefore, to achieve safety and to attain sustainable safe performance, understanding and managing mental models in organisations is of paramount importance. Consequently, in organisations and society, one needs to generate the required mental models that create successes and, at the same time, to avoid or eliminate damaging perceptions and ideas in order to protect the created value. Generating and managing mental models involves leadership; leadership skills; and the ability to develop a shared vision, mission and ambition, as this helps determine what is valuable and allows for aligning individual mental models with those that preferably govern the system. In doing so, it is possible to create well-aligned corporate cultures that create and protect value and that generate sustainable safe performance. To achieve this aim, a systemic organisational culture alignment model is proposed. The model is based on the model of logical levels of awareness according to Dilts (1990), Argyris’s ladder of inference (1982) and the organisational alignment model proposed by Tosti (1996). Furthermore, ISO 31000 (2009, 2018) and its guidance are proposed as a practical tool to accomplish this alignment and sustainable safe performance in organisations. Altogether, these elements define Total Respect Management as a concept, mental model and methodology.

scholarly journals Organizational Learning and Performance of Hospitality Industry in Kenya: A Case Study of Sarova Whitesands Beach Resort and Spa

2019 ◽  
Vol 3 (II) ◽  
pp. 117-130
Author(s):  
Priscah Anyango Mak’Anyengo ◽  
James Maina
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Mental Models ◽  
Team Learning ◽  
Business Environment ◽  
Shared Vision ◽  
Personal Mastery ◽  
And Performance ◽  
Beach Resort ◽  
Learning And Performance

Organizational learning has been viewed by several researchers as a key concept essential for ensuring the survival and continuity of organizations in the ever-changing business environment. Research has revealed the various benefits towards enhanced performance that are accrued through the effective establishment of organizational learning. With this information as a basis, this study sought to determine the relationship between organizational learning and performance of Sarova Whitesands Resort. The general objective was to establish the organizational learning in Sarova Whitesands and its influence on performance. The specific objectives were to determine the influence of team learning, mental models, personal mastery and a shared vision on performance of Sarova Whitesands. The study was guided by organizational learning theory, human capital theory and resource based view theory. The study adopted a descriptive research design. The target population of the study was the staff of Sarova Whitesands Beach Resort and Spa. The study’s total number of respondents was 300 employees who were sampled using stratified proportionate sampling method to obtain a sample size of 171 respondents. Questionnaires were used as a data collection instrument and the data collected from the field was analysed using descriptive statistics and regression analysis. The study established that personal learning, mental models, shared vision and team learning had a positive and significant influence on organizational performance. The study concludes that personal mastery enables an employee to search for their life direction and purpose, identify their strengths and weaknesses and become responsible of their action. Mental models leads to advantages of scale in that which refers to an idea that as an organization performs more and more of the same type of work it will tend to acquire efficiencies over time and as an organization becomes more efficient at a task it often gains a competitive advantage as a result improved organizational performance. Shared vision acts as a unifying force, has a positive impact on organizational performance and provides the guidance employees need to make the right decisions and that team learning allows individual participants to work through the content at their own pace. The study recommends that the organization should help their employees to know how to deal with difficult and challenging situations, develop self-confidence and self-esteem, accept imperfection and build on one’s strength. The organization should offer different kinds of mental models to help their employees make sense of the real world and be able to understand and interpret the environment and themselves. The organization’s shared vision should offer a unified framework for the organization's success so as to encourage the top managers to collaborate and to resolve conflicts creatively arising from the organization and that the organization should establish a climate for learning in the team because taking time to establish the environment and the processes for learning is the prerequisite for rapid learning and effective team performance in the future.

scholarly journals Dynamics of Bioplastics Development in Indonesia

2016 ◽  
Vol 1 (2) ◽  
pp. 153
Author(s):  
Qinan Maulana Binu Soesanto ◽  
Dian Prihadyanti ◽  
Hartiningsih Hartiningsih ◽  
Trina Fizzanty
Keyword(s):  
Environmental Problems ◽  
Shared Vision ◽  
High Price ◽  
Innovation Activities ◽  
Multi Level ◽  
Technical Systems ◽  
Further Development

Increase in consumption of conventional plastics lead to environmental problems. Therefore, some efforts are needed to overcome it, one of them by using bioplastics. However, in Indonesia, companies engaged in bioplastics sector are still rarely found. Without the readiness of the bioplastics industry in Indonesia, development of bioplastics which ends to solve environmental problems cannot be realized. Through Socio-Technical Systems (STS) approach with Multi Level Perspective framework, this Papper analyze the dynamics of the transition of bioplastics in Indonesia. The results show the presence of pressure from landscape to underdeveloped niche, regime actors would give respond by modifying path development from its innovation activities. In other words, bioplastics in Indonesia has not yet experiencing a transition to replace conventional plastics. Precisely, technology in regime level experiencing change by developing additive plastic. However, there are several things that hinder further development of the niche, which include the high price of bioplastics and implementation of regulations related with incentives and disincentives and there is no coordination and shared vision between actor in niche level.

Change Management in K-12 Education for Data-Driven Decisions

2018 ◽  
pp. 54-74
Author(s):  
Carol Cutler White ◽  
Janet Johnson
Keyword(s):  
Change Management ◽  
Mental Models ◽  
Data Use ◽  
Shared Vision ◽  
Data Driven ◽  
Personal Mastery ◽  
The People ◽  
Learning And Change ◽  
Data Driven Decisions ◽  
K 12

Recent research in the business sector situates data use within a change management paradigm to maximize the potential for impact. Education leaders recognize the need to develop educator habits of mind and to address the people, policies, practices, and patterns of educational reform; yet, many grapple with making data-driven decision making (DDDM) a reality. This chapter includes: (1) descriptions of school data use mental models within Senge's and Argyris' organizational learning and change management theories; (2) it describe how building a shared vision and developing personal mastery, systems thinking, and team learning can change mental models and assist in moving to a culture of DDDM; and (3) it includes an explanation of the Prosci change management model to implement and sustain DDDM change.

Mental models as a practical tool in the engineer's toolbox

2005 ◽  
Vol 43 (14) ◽  
pp. 2977-2996 ◽  
Author(s):  
David Sinreich * ◽  
Daniel Gopher ◽  
Shay Ben-Barak ◽  
Yariv Marmor ◽  
Rakefet Lahat
Keyword(s):  
Mental Models ◽  
Practical Tool

scholarly journals Learning Organization Attributes and Performance of G4s Kenya Limited Mombasa County, Kenya

2019 ◽  
Vol 3 (III) ◽  
pp. 212-226
Author(s):  
Diana B. A Otieno ◽  
James Maina
Keyword(s):  
Organizational Performance ◽  
Mental Models ◽  
Systems Thinking ◽  
Learning Organization ◽  
Likert Scale ◽  
Individual Performance ◽  
Shared Vision ◽  
System Thinking ◽  
Personal Mastery ◽  
The Impact

Learning organization refers to an organization that encourages its individuals to learn and consistently change its form. Organizations give both formal and casual procedures and structures for securing, sharing and utilization of information and abilities. Learning organizations come about due to pressures that are faced in the modern time organizations and vest these organizations to retain their aggressiveness in the business world. The learning organization urges organizations to move to a more interconnected mindset. Organizations ought to wind up more like networks that workers and its members can feel a responsibility towards them. The site of the investigation was at G4S Kenya Limited in Mombasa County. The specific objective was to determine the consequences of learning organization on the execution of G4S Kenya limited. The study was then guided by the following objectives; to find out the impact of systems thinking on performance of an organization, to determine how personal mastery affects the performance of an organization, to examine the influences of mental models on performance of an organization as well as to research on the impact of shared vision on performance of an organization. The study was guided by Argyris and Schön’s Theory and Systems Theory. The investigation was carried out on 150 representatives from G4S Kenya Limited. An adjusted Likert scale questionnaire separated into three (3) sections was created. A pilot study was done to fine-tune the instrument. Information gathered was reviewed on a PC by use of Statistical Package for Social Science (SPSS Version 22) for Windows. The collected data was then examined using statistical methods of frequencies and percentages, with the aid of MS Excel. Charts, tables and bar graphs were then used to present the information. The summary of the main component of the study conclusion was based upon the research objectives. The researcher deduced that a system thinking provides continuous learning opportunities in the organization; embraces creative tension as a source of energy and renewal, link individual performance with organizational performance. This is because the majority of the respondents indicated that system thinking link individual performance with organizational performance. This component scored highly on the adjusted Likert scale; a clear indication of the importance of system thinking on the performance of G4S Kenya Limited. The investigation on the influences of learning organization on the performance of G4S Kenya limited was recommended for further study since it has brought to light the effect of systems thinking, personal mastery, and mental models and shared vision on organization performance.

scholarly journals Analysis of Quality of Knowledge Transformation Path to Learning Organization at Copper Carving Cluster in Central Java

2014 ◽  
Vol 6 (3) ◽  
pp. 128-134 ◽  
Author(s):  
Widiartanto Widiartanto
Keyword(s):  
Mental Models ◽  
Learning Organization ◽  
Team Learning ◽  
Shared Vision ◽  
Systemic Thinking ◽  
Knowledge Transformation ◽  
Transformation Path ◽  
Personal Mastery ◽  
Central Java

The purpose of this study was to determine the effect among variables of disciplinary learning organization (personal mastery, mental models, shared vision, thinking systemic, and team learning). The benefit of this research is to develop a model of knowledge transformation path quality as one of the strategies to manage environment change around Copper Craft Cluster. Samples of 90 workers were chosen by Slovin at 10% critical value of 716 populations as workers at the Copper Carving Cluster Tumang Boyolali, Central Java as a chosen research location. The technique sampling was proportional random sampling. The validity and reliability were tested. The data analysis method has been used descriptive analysis and inferential statistics (used path analysis). The benefit of this research was to develop a model of quality of knowledge transformation path as one of the strategies to manage environment’s change at the Copper Craft Cluster. The results showed that there were a positive and significant influences among variables as follow: personal mastery discipline on mental models discipline ; personal mastery discipline on shared vision discipline; personal mastery discipline on systemic thinking discipline; mental models discipline on shared vision discipline; mental models discipline on systemic thinking discipline; systemic thinking discipline on shared vision discipline; mental models discipline on team learning discipline; systemic thinking discipline on team learning discipline; and shared vision discipline on team learning discipline.

Senge’s Learning Organization: Development of the Learning Organization Model

2019 ◽  
pp. 34-50
Author(s):  
Hong T. M. Bui
Keyword(s):  
Conceptual Framework ◽  
Mental Models ◽  
Systems Thinking ◽  
Learning Organization ◽  
Shared Vision ◽  
Systematic Evaluation ◽  
Holistic Model ◽  
Organization Model ◽  
Personal Mastery ◽  
Five Disciplines

Despite a number of critics, Senge’s The Fifth Discipline: The Art and Practice of the Learning Organization is one of the best-selling books on management of all time. This chapter revisits Senge’s learning organization by looking at how the idea has been conceptualized since its publication. Consequently, it aims to further develop a more holistic model of Senge’s learning organization philosophy that can enable systematic evaluation of the process of creating a learning organization. In detail, it attempts to develop all possible antecedents for the five disciplines of a learning organization, namely personal mastery, mental models, team learning, shared vision, and systems thinking mainly based on what has been developed in the literature so far. This conceptual framework is expected to assist both practitioners and researchers in building learning organizations.

scholarly journals Safety Science, a Systems Thinking Perspective: From Events to Mental Models and Sustainable Safety

2020 ◽  
Vol 12 (12) ◽  
pp. 5164 ◽  
Author(s):  
Peter Blokland ◽  
Genserik Reniers
Keyword(s):  
Mental Models ◽  
Systems Thinking ◽  
Research Traditions ◽  
The Past ◽  
Sustainable Performance ◽  
Independent Field ◽  
Safety Science ◽  
Managing Risk

In the past one hundred years, concepts such as risk, safety and security have become ever more important and they represent a growing concern in our society. These concepts are also important subjects of study to enhance sustainability. During the past fifty years, safety science has gradually developed as an independent field of science. In this period, different concepts, theories, models and research traditions have emerged, each with its specific perspective. Safety science is now focused on finding ways to proactively achieve safety versus reaching safety in a reactive way. We think this increasing awareness and search for proactiveness can be found and presented when viewed in light of the systems thinking iceberg model, where increasing awareness and proactiveness can be seen as digging deeper into this systems thinking iceberg, discovering the levels of systems, structures and ultimately the mental models that are “below the waterline”. It offers a way forward in understanding, and proactively managing, risk, safety, security and sustainable performance, in organizations and ultimately in society as a whole.

scholarly journals How Potential New Members Approach an Online Community

2021 ◽  
Author(s):  
Janghee Cho ◽  
Rick Wash
Keyword(s):  
Mental Models ◽  
Online Communities ◽  
Decision Process ◽  
Online Community ◽  
Future Research ◽  
New Members ◽  
Initial Decision ◽  
The People ◽  
Technical Systems ◽  
New Community

AbstractOnline communities, socio-technical systems where people interact with others, depend on new members coming to the community. While the majority of research in online communities relation to the recruitment of new members has focused on new members’ socialization and retention, little work has focused on how potential new members who are not yet a member of the community make the decision on whether they are willing to join in the online community. To understand this initial decision process, we investigated how potential new members build mental models of the online community from their first experience within the community, and how this process impacts the decision to continue participating in the community. We interviewed 31 potential new members of the online communities, Quora and Reddit, to better understand how they evaluate a new community. We found that the process of understanding a community involves orienting toward multiple different aspects of the community, including the content available on the community, the people who are already part of the community, and the technology interface and mechanisms that control the community. Participants who focused on consuming and enjoying content were much more likely to express an interest in future participation in these communities than participants who just evaluated the community, looking at the people in the community or the technology of the community. This extends previous considerations for recruiting new members in online communities. We conclude by discussing how our findings can have broad implications in developing successful online communities and suggesting future research efforts that could help understand potential new members.

scholarly journals The Methodology for Assessing the Impact of Coaching Interactions on a Company’s Performance

2020 ◽  
Author(s):  
◽  
Angelina Roša
Keyword(s):  
Life Cycle ◽  
Significant Role ◽  
Work Related ◽  
Sustainable Performance ◽  
Research Problems ◽  
Practical Tool ◽  
The Baltic ◽  
The Impact ◽  
A Company

To achieve sustainable performance, a company needs to support its employees in their development, enhance their awareness of the changes needed and encourage them to take more responsibility for their own learning and growth. Coaching as one of the facilitating activities plays a significant role in triggering positive changes in employees’ behavior in the processes directed towards achieving work-related goals. Therefore, the number of companies that become interested in coaching is gradually growing in Latvia. However, there is a lot of uncertainty regarding the concept of coaching defining it in multiple ways; this leads to confusion in the understanding of its matter. Scholars are certain that coaching works and agree on the importance of assessing the impact of coaching interaction. Although they cannot reach consensus regarding the methodology appropriate for assessing the impact of coaching interaction.This issue is crucial also for companies which invest in coaching; they need to be sure that coaching really brings improvement in their performance. Therefore, the research conducted within this thesis aims to solve these research problems and elaborate a methodology for assessing the impact of coaching interactions on a company’s performance within its life cycle. To achieve this goal, the concept of coaching was investigated and defined based on what coaching is and is not, also considering the Baltic context. Types and forms of coaching, as well as favorable conditionsfor its promotion were determined and systemized for the needs of coaching in companies. An approach of choosing and adjusting the capacity of types and forms of coaching to the company’s needs and wants in development was worked out for creating the base of the methodology for assessing the impact of coaching interaction on a company’s performance. The methodology was elaborated and tested; that provides theoretical grounding and serves as a practical tool that enables to monitor the impact of coaching interaction on companies’ performance.

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