Insubcoordination, Mutiny and Revolt

Interesting, sometimes I compare between two bad options, two difficult decision. And it must been admitted that sometimes I make mistake, not because of bad decision, but everything is theoritically impossible until its proven.

Effective chain of command (loyalty) is a must, otherwise work can be done. There is two possible of this. Facilitation (giving extra perk), which interestingly in some cases I found that it does not work. Escalation (giving extra challenge), interestingly sometimes is work. Essentially carrot and stick (reward and punishment)

Someone told be that the most effective control is social pressure. I agree.

• Case A: No one want to do the difficult work. Therefore anyone that willing to do the difficult work should be appreciated.
• Case B: Everybody need to be tested. (proven to be worthy)
• Case C: Everything should be reciprocal

*American physicist and writer Jeff Schmidt points out that professionals are trusted to run organizations in the interests of their employers. Because employers cannot be on hand to manage every decision, professionals are trained “to make sure that the subtext of each and every detail of their work advances the right interests—or skewers the disfavored ones” in the absence of overt control

Change Management vs Project Management

According to PMBOK, Change Management (CM) is a transition method from current state to future state. While Project Management (PM) is an application of knowledge and activity (method) to meet project requirement. What is the difference is not very clear.

CM tend to see transition process from current to future state, PM tend to see the tracking process of day to day activities. PM tend to be executor while CM tend to be planner. As PM, I tend to see that CM is part of PM. CM is only a very small part of ISTCQHCRPS, only 20% which are Human Resources and Communication.

However, I found that the easiest explanation is CM is about people (communication and training) while PM surprisingly more about technology. Technology planner, involving Apps, Infra and to some degree covers Data, Security. People planner to some degree will have career plan and organization plan. Interesting ref

Morgan’s eight metaphors of organisations

1.Machine: Technical instruments to produce outcomes, Humans are part of organisational machine
2.Organism: Adapt and respond to environmental conditions
3.Brains: Information-processing, decision-making and learning
4.Cultural systems: Interactive humans, share values belief culture
5.Political systems: Competing and conflictual power struggles
6.Psychic prisons: Shape psyche and thinking, construct meaning
7.Instruments of domination: Tool to advance interest of particular groups in society
8.Flux and transformation: Constant state of flux and change

Interesting, organization

Myth of meritocracy is a phrase arguing that meritocracy, or achieving upward social mobility through one’s own merits regardless of one’s social position, is not widely attainable in capitalist societies because of inherent contradictions

Competitive advantage is the attribute that allows an organization to outperform its competitors. Its only on two things cost leadership (red ocean) and differentiation (blue ocean)

In India, the myth of meritocracy has been identified as a mechanism for the elite to justify the structure of the caste system

Organization

Masalah organisasi ini ternyata sangat menarik. Awal Januari 2022 saya memprediksikan bisa merunning satu tim, bawaan eks P11 untuk bisa lanjut menjadi tim utama. Ternyata, dari 3 orang, hanya 1 yang bisa dilanjutkan. Prediksi saya salah.

Berusaha mengkoreksi dari prediksi yang salah saya membangun tim baru, akhirnya berjumlah 3 orang. Saya kemudian berencana memperkuat tim utama ini dengan tambahan orang yang lebih senior. Ternyata, prediksi saya salah kembali. Tim utama ini justru tidak sustain dengan orang ke 4. Mau tidak mau, tim kedua terbentuk. Prediksi saya salah lagi.

Belajar dari dua pengalaman tadi, kesimpulannya adalah manusia hanya bisa merencanakan, tuhan menentukan. Everything is theoretically impossible, until it is done. Saya tidak tahu apakah tim besar itu lebih baik dari tim kecil. Ini harus dicoba dan dibuktikan. Dan disinilah tantangannya karena inovasi dan konsistensi itu harus berjalan secara seimbang. Terus menerus berinovasi mengubah organisasi bisa jadi salah, sementara tidak pernah berubah juga bisa jadi salah. Menarik.

Kejadian ini sebenarnya sama seperti di P08 dan P09 di 2020, dimana ini adalah eks P06. Di P06 strategi sudah dirumuskan. Namun kondisi dilapangan berubah dengan cepat. Waktu itu inovasi yang saya ambil adalah saya mulai mengubah dari idealis (P1.1 Custom-made, Individual, Senior, Independent) menjadi realis (P1.2 Mass-produced, Collaboration, Junior, Loyal). Hasilnya sangat bagus, terbukti di 2021, project operation berjalan jauh lebih baik daripada tahun 2020 dan tahun 2022 jauh lebih baik lagi.

Tahun 2022 rencana saya adalah expansion mode, setelah sebelumnya hampir tiga tahun dalam endurance mode. Saya sebenarnya memprediksikan sesuatu yang saya masih bertanya-tanya tingkat keberhasilannya, termasuk sebelumnya adalah bagaimana operating modelnya. Menarik sekali sama seperti tahun-tahun sebelumnya, kondisi dilapangan berubah dengan cepat. Sekali lagi manusia merencanakan, tuhan menentukan.

Military Organization – Maneuver Warfare

Military Organization
Team
Regu 8-13 Serda/Kopka | Squad US 8-14 NCO
Section/Patrol
Peleton 26-55 Letnan | Platoon CO
Kompi 80-225 Kapten/Mayor (3-4 Peleton) | Company 80-250 | Roman Centurion
Batalyon 300-1300 Letkol/Kolonel
Resimen/Brigade Kolonel/Brigjen
Divisi 10,000-15,000 Mayjen
Korps 20,000-45,000 Letjen

Dunbar’s Number
2 Special
5 Close
15 Good
50 Friends
150 Meaningful

NATO and US doctrine define a squad as an organization “larger than a team, but smaller than a section.
US Army doctrine further defines a squad as a “small military unit typically containing two or more fire teams.

Squad A
Squad B

Triangular Division, Square Division, Pentomic Division

Methods of war have to be chosen between maneuver and attrition warfare. The latter focuses on achieving victory through the slow exhaustion of personnel or material; maneuver warfare advocates the use of intense and aggressive violence to suddenly overwhelm the enemy, either to seize their position, damage their morale, or carry out an attack before they can properly counter. Historically, maneuver warfare was stressed by small militaries, the more cohesive, better trained, or more technologically advanced than attrition warfare counterparts.

Bloom Taxonomy

Bloom’s taxonomy of learning. Super interesting, basically start with memorizing

Organization – Homo Homini Lupus

Beberapa hari yang lalu, saat wawancara, saya mendapatkan pertanyaan sederhana:

1.Apa yang kamu lakukan jika banyak karyawan datang terlambat kerja?
Jawaban yang diberikan ternyata beragam, pada umumnya “better management is better/more control”.
– Potong gaji (punishment), beri penghargaan (reward) bagi yang datang tepat waktu. (management/rules/process) (zero cost, increase stress), hire consultant 50 juta (capex)
– Bikin sistem absensi (technology). Misalnya biayanya 100 juta (capex)
– Rekrut satpam untuk mengawasi karyawan, rekrut petugas resepsionis (management/resources). Misalnya gajinya 10 juta per bulan (opex)

Padahal dari pertanyaan ini ada beberapa hal besar yang tidak semuanya terjawab misalnya, mengapa karyawan terlambat. Apakah karena mereka tidak termotivasi? kalau tidak termotivasi, maka rekomendasi apapun tidak akan efektif.

2.Apa yang kamu lakukan jika terlibat dalam proyek besar dan kompleks?
Jawabannya juga beragam:
– More control: Mengadakan meeting setiap hari, melakukan update status setiap jam (management/micro). (zero cost, increase stress)
– Memberikan training work/life balance. (low budget – vs big budget) misal biaya 5 juta

3.Jika kamu seorang guru, apa yang akan kamu lakukan jika pinsil sering hilang?
(karena pinsil itu kecil, harganya murah, semua orang membutuhkan, akibatnya sering hilang)
– Mewajibkan pinsil diberi nama (less control: roles-responsibility/ownership)
– Membuat fungsi polisi pinsil, ada orang yang mencatat pinsil beredar (more control/supervision)
– Siswa tidak diwajibkan membawa pinsil, pinsil adalah inventaris kelas (no control)

Ahimsa
Pas Band feat. Bunga Citra Lestari – Kumerindu
Marjinal – Negri Ngeri
Missing Pencil ref

give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime
Ignorance is illusion of knowledge

1. Stop organizational politics
2. Stop setting unclear expectations
3. Stop unnecessary rules
4. Stop poorly designed work
5. Stop unproductive meetings
6. Stop the lack of follow-up
7. Stop the constant change
8. Stop the internal competition
9. Stop being dishonest
10. Stop the hypocrisy
11. Stop withholding information
12. Stop being unfair
13. Stop discouraging employee ideas and suggestions
14. Stop criticizing
15. Stop underutilizing your people
16. Stop tolerating poor performance
17. Stop taking employees for granted
18. Stop being invisible
19. Stop over-controlling
20. Stop benefits takeaways
21. Stop forcing employees to do poor quality work

SFIA Organization Design

Story about competency framework

SFIA (first published 2000), SFIA 7

Cross domain themes
1.software engineering: TOGAF, PMBOK
2.cyber security: CISSP, NIST CSF
3.digital transformation
4.agile & DevOps: ITIL, COBIT, ISO 20000
5.big data and informatics: DMBOK
6.knowledge

SFIA
1. Strategy & Architecture (Strategy, Planning)
2. Change & Transformation (Change Implementation/Project, Change Management)
3. Development & Implementation (Development & Testing, UX, Installation & Integration)
4. Delivery & Operation (Service Design, Service Transition, Service Operation): ITIL
5. Skills & Quality (Skill, People, Quality)
6. Relationship & Engagement (Stakeholder, Sales/Marketing)

*Interesting, Project Management can be interpreted as Change Implementation, while Change Management itself is post project activity.

Organization can be divided by function/process and product/object. IT usually divided by function, the classic is IT Development and IT Operation. However some company divided into IT Front-End and IT Back-End.

The biggest challenge is to put the themes into the organization e.g Governance (should be separation between development and operation), Security (should be separatation between security monitoring and operation), Data (should be separation between design and operation)

abpmp – BPM CBOK