PROTOTYPING

FRANS Sugiarta
United in Diversity (UID)
@franssugiarta

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

 Entering
The Age of Disruption

The journey ahead of us is

INCREASINGLY becoming
more CHALLENGING and
INTERESTING both for us
as individuals and also for
our organisation

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

 DRIVERS
OF CHANGE
 erged from our research as the most that
important andfrom
emerged relevant to future as
our research work
theskills.
most important and relevant to future work skills.

1 2 2
1 riseSENSE-
of rise of
extreme extreme MAKING
smart machines
longevity: smart machines
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lifespans change the LEARNINGlifespans change the nudges human nudges human

S I X D R I V E R S O F C H ASNI X
G ED R I V E R S O F C H A N G E
nature of careers nature of careers workers out of rote, workers out of rote,
and learning and learning repetitive tasks repetitive tasks

SOCIAL
INTELLIGENCE

mated that by 2025, the number of Americans estimated thatWe

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crease by 70%. Over the next decade we will seeincrease byrelationships
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media and augment them
literacies
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ls will need to rearrange their approach to Individuals
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o have adequate resources for retirement. in Multiple
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(Big data)
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occupational change will see major growth.pare To take
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o everyday objects and environments will unleash transformation in the way
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ge of this well-experienced and still vital workforce,
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ions will have to rethink 5 the traditional career
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and design systems on a scale never before possi- gaming,
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into sophisticated
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zations, creating more diversity and flexibility. in organizations, replacesuperstructed
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up to do the things we replace globally
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object, everysuperstructed
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ow we work, and where we live, much of daily we eat, how we work, happenedand and we will live,
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United in Diversity ⏐ http://www.unitedindiversity.org ⏐
 DR. Peter Senge DR. Otto Scharmer
MIT Senior Lecturer
MIT Senior Lecturer
Founder of SoL
Founder of Presencing Institute
Named by The Journal of Business Strategy as
Receiver of Jamieson Prize from MIT
“The Strategist of The Century”

LEARNING THEORY
ORGANISATION U

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

 LEAD ER SHIP

Action Subject Process

a person who is under the
Movement towards the journey
dominion or rule of a sovereign.
a certain direction
(in control)

QUALITY
SHARING MAKING
AWARENESS LEARNING
VISION DECISION (purpose) (adaptiveness)
(belief) (responsiveness)
 SHARING
VISION
(belief)

CONNECTIVITY
LEADERSHIP LEARNING
(relationship) AWARENESS (adaptiveness)
(purpose)

MAKING
DECISION
(responsiveness)
 Ecological Divide: 1.5 

Self - Nature

Social Divide: 2.5

Self - Other

Inner (Spiritual) Divide: ≈ 3

Self - Self
 Ecological divide Social divide Spiritual divide
1,5 2,5 3,0

Income Technological Ownership

Bubble Bubble Consumerism Bubble
Bubble
Financial Leadership
Infinite Bubble Bubble Governance
Growth
Bubble
Bubble

Real Best
Human GDP vs
Needs Societal
Rights Happiness
Use
Real Collective
Economy Paralysis
Finite Voice-less
Resource
“ Successful leadership in 21st
century depends on the
QUALITY OF INTENTION and
QUALITY OF ATTENTION “
- C. Otto Scharmer -
senior lecturer of MIT Sloan School of Management
author of Theory U
www.presencing.com
3H
IMPACTFUL
LEADERSHIP
 TECHNICAL KNOWLEDGE
KNOW - WHAT

(HEAD INTELLIGENCE)

PRACTICAL KNOWLEDGE
KNOW - HOW

(HANDS INTELLIGENCE)

TRANSFORMATIONAL KNOWLEDGE
KNOW - WHY

(HEART INTELLIGENCE)
 LEADERSHIP CAPACITY 2.0
LOOKING SEEING
at the ordinary the extra-ordinary

HEARING LISTENING
problems opportunities

TALKING SPEAKING
bla - bla - bla with conviction

REACTING CREATING
business as usual innovative
Key Competencies in Leadership of the 21st Century

Learning Learning
from from
the past the future

Systems Thinking Design Thinking

understand complexities innovation

judgemental ===> reflective customer’s needs and

wants
silos ===> collective (User’s Led Innovations /
Human Centered Design))
competition ===> collaboration
prototyping (action-learning)

Shared Value Creation

 Reinventing organisation for 21st Century

SHIFTS
WHAT
Traditional Innovative

WE - THEM WE - US

RELATIONSHIP
(Competition) (Competitive Collaborative)

LINEAR REFLECTIVE
LEARNING METHOD
(SCIENCE 1.0) (SCIENCE 2.0)

O2O 

HR Capacity Building Process CLASSROOM
(ONLINE TO OFFLINE)

2D 3D
COMMUNICATION MODEL (DOWNLOAD - DEBATE) DOWNLOAD & DEBATE & DIALOG

2H 3H

LEADERSHIP INSTRUMENTS (HEAD - HANDS) (HEAD - HANDS - HEART)

PRODUCT FOCUSED PURPOSE FOCUSED


RESEARCH & DEVELOPMENT
(SILOS) (NETWORK)

EGO-CENTRIC ECOSYSTEM-CENTRIC

SUSTAINABILITY
(SELF GROW) (COLLECTIVE GROW)
The Iceberg Model
Mitigate the effect
(Fire Fight)
Run Away EVENT REACTING
(Flight)

Adaptive PATTERNS of BEHAVIOR REFRAMING

SYSTEM
Innovative REDESIGNING
STRUCTURE

Creative
MENTAL
MODEL RETHINKING
MENTAL MODELS
can be
INACCURATE
WHAT do you
SEE?
PERCEPTION

HOW do you
SEE?
PERSPECTIVE
Persepsi Objek
Design & Delivered by :
Persepsi Objek (Wrong Angle)
Design & Delivered by :
Design & Delivered by :
Design & Delivered by :
THE TALE OF THE TWO SHOES SALESMEN
 MENTAL MODEL
LADDER OF
INFERENCE

OBSERVABLE OBSERVABLE

data data
data data
data data
data data data
data
data SELECT observable data
data
data data
 MENTAL MODEL
ACTION
LADDER OF
INFERENCE
belief

make conclusion

OBSERVABLE OBSERVABLE
make assumption
data data
data data
data add meanings data
data data data
data
data select observable data
data
data data
 MENTAL MODEL
ACTION
LADDER OF
INFERENCE
belief

make conclusion

OBSERVABLE OBSERVABLE
make assumption
data data
data data
data add meanings data
data data data
data
data select observable data
data
data data
ACTION Never Vote
No hope and no future in
Belief current democracy system

Conclusions All politicians are liars

Assumptions No integrity in politics

Add meaning It’s another political sell out

Select Data Politician who do things that

contradict with his promises

DATA Politicians
Pengetahuan, persepsi, dan pemahaman
yang dimiliki secara kolektif dan di-
sharing-kan melalui KOMUNIKASI.
1. Sadari dan kenali ‘mental model’ anda sendiri.
2. Kemukakan ‘mental model’ anda kepada orang
lain.
3. Cari tahu dan pahami ‘mental model’ orang
lain
 ACTION ACTION

belief belief

make conclusion make conclusion

IMPROVED
INQUIRY
make assumption make assumption

add meanings add meanings

select observable select observable

data data
 "What leads you to conclude that?"
"What data do you have for that?"
ACTION "What causes you to say that?"

Instead of "What do you

belief mean?" 
or 
"What's your proof?" 
say, "Can you help me
make conclusion understand your thinking here?"
IMPROVED
INQUIRY "I'm asking you about
make assumption your assumptions here
because. . ."

add meanings "Am I correct that you're saying. . .?"

"Can you describe a typical

select observable
data example. . .?"
 ACTION ACTION

belief belief

make conclusion make conclusion

IMPROVED
ADVOCACY
make assumption make assumption

add meanings add meanings

select observable select observable

data data
 ACTION
"Here's what I think and
here's how I got there."
belief

"I assumed that. . ."

make conclusion
"I came to this conclusion
IMPROVED because. . ."
ADVOCACY
make assumption
"To get a clear picture of what
I'm talking about, imagine the
you're a customer who will be
add meanings affected. . ."

select observable
data
LEADING THROUGH LISTENING
 EXAMPLE

TWO ORCHESTRA
ZUBIN
MEHTA

PLACIDO
DOMINGO
 SMALL GROUP DIALOGUE

what caught your interest? apa yang menarik perhatian

anda?

what are their keys for apa kunci keberhasilan atau

success? sukses mereka?

what is the most crucial apa momen kepemimpinan

leadership moment? yang paling krusial?

what can you learn from this pembelajaran apa yang anda
example for your own peroleh dan berguna buat
leadership? kepemimpinan anda?
THE ART OF GENERATIVE CONVERSATION
 PEMUSIK

Percakapan yang MENDENGARKAN

sebagai pemusik kita mendengarkan dengan
seksama serta menemukan nada-nada sumbang
yang ada didalamnya.
 PELUKIS

Percakapan yang MEMPERJELAS

melukiskan sebuah gambaran dengan
menggunakan pertanyaan-pertanyaan
yang membantu (powerful question)
arkeolog
Percakapan yang
MENYINGKAPKAN

kita ingin menggali

sejarah &
menyingkapkan
hambatan yang
sebenarnya
membelenggu
kita
(mental blocks)
 ARCHITECT

Percakapan yang
MEMBANGUN

kita ingin membangun

sebuah maha karya di
masa depan
 Two Sources of Learning, Two Learning Cycles

A. Learning by reflecting on the experiences of the past

act - observe - reflect - plan - act

is it still relevant?

B. Learning from the future as it emerges (presencing)

 Movements of the U

Downloading

Observe, Act in an
observe, Instant:
observe prototype

Retreat and reflect:

Allow the inner knowing to
emerge
 Theory U
Downloading
 Performing by 

past patterns operating from the whole

suspending embodying
Open
VoJ Seeing
 Prototyping the new by 

with fresh eyes Mind linking head, heart, hand

redirecting enacting
Open
VoC Sensing 
 Heart Crystallizing 

from the field vision and intention

letting go Open letting come

VoF Will
Presencing 

connecting to Source

Who is my Self?
What is my Work?
 Theory U
Downloading
 Performing by 

past patterns operating from the whole

suspending embodying
Open
open
VoJ Seeing
 mind Prototyping the new by 

with fresh eyes Mind linking head, heart, hand

redirecting enacting
Open
open
VoC Sensing 
 Heart
heart Crystallizing 

from the field vision and intention

letting go Open
open letting come
VoF will
Will
Presencing 

connecting to Source

Who is my Self?
What is my Work?
 Prototyping is
HEAD
the first step in
H exploring the future
by DOING
H H and
RAPID
HEART HANDS
LEARNING PROCESS

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

Why prototyping is important?

To get a
QUICK FEEDBACK
to REFINE the idea

IDEO philosophy about

prototyping
“fail often to succeed
sooner”

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

 MINDLESS
ACTIONS

ACTION-LESS
MINDS

PROTOTYPING
Building upon ideas

PROBLEM INNOVATIVE
STATEMENT SOLUTION
(current reality) (future reality)

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

 Step 1: Set your collective
focus (uncovering common Step 9: Lab #3
ground) Integrate it within the
system
co-initiate co-evolve
Step 8: Lab #2
Step 2: Preparation for after some refinement, test your idea
your sensing. with
real stakeholders in a real
environment (online)
Step 3: Go to the field
(shadowing &
stakeholders interviews) Step 7: Lab #1
1st real test of your collective
idea.
Engage real stakeholders in
co-sensing a “safe” environment (offline)
co-create
to test your idea

Step 5: Connect to your source.

Step 6: Lab #0
does this rough idea meaningful
Test your collective idea.
and bring positive differences?
Step 4: Refine your datas Role play by members of
and repeat the sensing team in a “safe” environment
process deem necessary Action-less (offline)
Minds
presencing Mind-less
Actions

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

United in Diversity ⏐ http://www.unitedindiversity.org ⏐
adapted from IDEO Human-Centered Design (HCD) HOW MIGHT WE INCREASE THE NUMBER OF
PUBLIC TRANSPORTATION USERS IN JAKARTA TO
REDUCE THE POLLUTION LEVEL?

HOW MIGHT WE REDUCE EMPLOYEES

ATTRITION RATE IN OUR COMPANY?
PEOPLE
INNOVATIVE desirability
SOLUTION
HOW MIGHT WE INCREASE COMMUNITY’S
START HERE ENGAGEMENT IN DEVELOPING A
SUSTAINABLE WASTE MANAGEMENT?

ECONOMY INFRASTRUCTURE
viability feasibility

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

 Step 6: Lab #0
Test your collective idea.
Role play by members of team in a “SAFE”
environment (offline)

How’s the IDEA

(product / process)
looks like?

How are we
feeling?

4F debrief process OBSERVE

FACTS
FINDINGS OBSERVE
FEELINGS
FUTURE OBSERVE
United in Diversity ⏐ http://www.unitedindiversity.org ⏐
 Step 7: Lab #1
1st real test of your collective idea.
Engage real stakeholders in a “safe”
environment (offline) to test your idea

HOW MIGHT WE INCREASE PATIENTS INNER HEALING

PROCESS BY IMPROVING THE RELATIONSHIP QUALITY
BETWEEN NURSES WITH THE PATIENTS?

Source: https://stinelin.wordpress.com/tag/edg/

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

 Step 8: Lab #2
after some refinement, test your idea with
real stakeholders in a real environment (online)

IDEO PROJECT IN GHANA TO INCREASE

THE USAGE OF MOBILE MONEY

Source: https://www.ideo.org/projects/new-mobile-money-solutions-in-low-income-communities

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

 Step 9: Lab #3
Integrate it within the system

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

 Step 1: Set your collective
focus (uncovering common Step 9: Lab #3
ground) Integrate it within the
system
co-initiate co-evolve
Step 8: Lab #2
Step 2: Preparation for after some refinement, test your idea
your sensing. with
real stakeholders in a real
environment (online)
Step 3: Go to the field
(shadowing &
stakeholders interviews) Step 7: Lab #1
1st real test of your collective
idea.
Engage real stakeholders in
co-sensing a “safe” environment (offline)
co-create
to test your idea

Step 5: Connect to your source.

Step 6: Lab #0
does this rough idea meaningful
Test your collective idea.
and bring positive differences?
Step 4: Refine your datas Role play by members of
and repeat the sensing team in a “safe” environment
process deem necessary Action-less (offline)
Minds
presencing Mind-less
Actions

United in Diversity ⏐ http://www.unitedindiversity.org ⏐

VALUE OF PROTOTYPING

(Leading from the future)

PERSONAL ECOSYSTEMS

TRANSFORMATION
INSTITUTIONAL SYSTEM
1. COORDINATION: 

How might we:

CREATE A WEB OF VALUE CREATION that allows all

key players to see each other and to navigate the
system from an AWARENESS OF THE WHOLE?

• Transparency of supply-demand chain

• Inclusion of most marginalized voices

• Empowerment at the base of the economic pyramid

• Putting a human face on the other (e.g., smallholders)

• Infrastructures for seeing the whole

• etc.
2. NATURE:
How might we:
DESIGN ECONOMIC CYCLES EARTH TO EARTH based on
zero waste and on returning everything we take from nature at
the same or higher level of quality?

• Closed loop design

• Recycle, reuse, reduce
• Organic farming, urban micro-farming
3. PARTNERING:
How might we:
CREATE PLATFORMS OF COLLABORATIVE VALUE
CREATION based on transparency, inclusion and fairness in
order to allow all partners to realize their highest potential?

• Working conditions for employees, partners, etc…

• How to build corporate/societal networks and platforms that facilitate
entrepreneurial and co-creative activities
• Human rights based approach: economic human rights
4. CAPITAL:
How might we:
CREATE INTENTIONAL CAPITAL that is dedicated to generate
value and wellbeing for all (partners, community, planet,
shareholders)?

• How is your capital structure supporting the 99% (vs. 1%)?

• How is your governance structured to support the growth of all five forms
of capital:
• Natural capital
• Human capital
• Social capital
• Financial capital
• Collectively creative (“spiritual”) capital
5. TECHNOLOGY:
How might we:
CREATE TECHNOLOGIES THAT EMPOWER PEOPLE TO
COLLECTIVELY CREATE?

• Are the technologies choice and creativity-enhancing or reducing – and for

whom?
• From systems-centric to human centric technologies
• Creative commons (IP) to democratize access to technology
• Open Source: How can we become the next linux?
• etc
6. LEADERSHIP: In multi-stakeholder settings
How might we:
CREATE THE COLLECTIVE CAPACITY OF LEADERS TO
CO-SENSE AND CO-CREATE THE EMERGING FUTURE?

• Learning from the past vs. from the emerging future

• Collective leadership for innovating at the scale of the whole system
• Governance systems that allow all key stakeholders to sense and act
from a common awareness of the whole
7. CITIZEN and CONSUMER EMPOWERMENT:
How might we
turn citizens and users into the 

co-creators and sources of innovation and creation?

• Citizens as Source of innovation and value creation

• Reinventing democracy (direct, distributed, dialogic)
• Participatory public planning
• Conscious consuming
8. OWNERSHIP:
How might we:
CREATE OWNERSHIP STRUCTURES THAT FACILITATE THE
BEST SOCIETAL USE OF RESOURCES?

• From owning to using

• From ownership by the 1% to ownership of the 99%
• Community ownership
• Commons based property rights (neither private nor public but civil society
based)
• etc
 EIGHT (8) AREAS OF COLLECTIVE ATTENTION
(Capacity of Team Build - Work - Learn)
AREA GUIDING QUESTION

How might we create a web of value creation that allows all key players to see each other
COORDINATION and to navigate the system from an awareness of the whole (shared vision & shared values)?

How might we design economic cycles earth to earth based on zero waste and on returning
NATURE everything we take from nature at the same or higher level of quality?

How might we create platforms, of collaborative value creation based, on transparency, inclusion
PARTNERING and fairness, in order to allow all partners to realize their highest potential?

How might we create intentional capital, that is dedicated to generate value and wellbeing for all
CAPITAL (partners, community, planet, shareholders)?

TECHNOLOGY How might we create technologies that empower people to collectively create?

In multi-stakeholder settings, how might we create the collective capacity of leaders to co-sense
LEADERSHIP and co-create the emerging future?

CITIZEN and CONSUMER How might we, turn citizens into the source and users into co-creators of economic value
EMPOWERMENT creation?

OWNERSHIP How might we, create ownership structures that facilitate the best societal use of resources?
 Peter M Senge,
C. Otto Scharmer,
Theory U: The Fifth Discipline:
www.presencing.com www.solonline.org
www.pegasus.com

David L Cooperrider & IDEO Human Centered

Diana Whitney, Design
Appreciative Inquiry:
SOURCE www.centerforappreciat
www.ideo.com
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C. Otto Scharmer, Peter M Senge, Dr Ben

Chan, Frans Sugiarta
IDEAS (Innovative Dynamic Education & Action
for Sustainability)
an MIT-UID executive education program.
www.unitedindiversity.org
THANK YOU