Achieving Organisational Alignment, Safety and Sustainable Performance in Organisations

Abstract

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.

The use ISO 31000:2018 in Indonesian Fintech Lending Companies: What Can We Learn?

“…This proves that ISO 31000:2018 provides clear and practical user guidelines (García-Gómez et al, 2021). Moreover, the explanation given for each step that entrepreneurs must carry out in ISO 31000:2018 is made more concise than ISO 31000:2009 (Blokland & Reniers, 2021). Several research results have also found that ISO 31000:2018 is more practical than other ERM guidelines (Ferdosi et al, 2020).…”

How Transformative Business Model Renewal Leads to Sustained Exploratory Business Model Innovation in Incumbents: Insights from a System Dynamics Analysis of Case Studies

“…However, it is necessary to understand the mechanisms in place to determine how individual improvement affects performance-for example, the organizational processes, culture, and teamwork norms. For example, Cady's [75] study showed that interventions at the system level can significantly improve teams' performance when aligned with systems thinking concepts, i.e., the invisible (sometimes visible) mechanisms in which the individuals are embedded affect their mental models, thus shaping their interaction dynamics [76], highlighting the power of systems thinking for businesses.…”

Identifikasi Risiko Usaha Pada UMKM Toko Batik

“…Terlebih lagi dimasa pendemik Covid-19 yang terjadi, dampak buruk dari risiko usaha semakin besar untuk dialami oleh para pelaku usaha, termasuk UMKM. Oleh karena itu, pengelolaan risiko merupakan hal yang penting untuk dilakukan oleh setiap pemiliki usaha [4], [5].…”

“…Oleh karena itu, pengabdian ini membantu UMKM untuk dapat melakukan penilaian risiko menggunakan pendekaptan ISO 31000. ISO 31000 diakui sebagai referensi konsensus, yang telah mempengaruhi beberapa organisasi yang mengembangkan struktur manajemen risiko [1], [5]. ISO 31000 bersifat komprehensif dan dapat digunakan di semua industri dan untuk semua jenis risiko, terlepas dari sifatnya.…”

“…Upaya pengelolaan risiko merupakan proses yang kompleks karena melibatkan semua komponen organsiasi. manajemen risiko adalah proses berulang di mana, sebagai langkah pertama, konteksnya harus ditetapkan untuk mengidentifikasi faktor internal dan eksternal yang dapat mempengaruhi aktivitas proses yang tersisa [1], [5], [6]. Penilaian risiko adalah sub-proses mengidentifikasi risiko yang ada dalam konteks yang telah ditentukan sebelumnya, menganalisis risiko yang diidentifikasi biasanya mengenai tingkat keparahannya, dan evaluasi di mana risiko yang diidentifikasi dibandingkan menggunakan analisis sebelumnya untuk memprioritaskan perawatan.…”