Organisasi Pembelajaran dalam Perpektif The Fifth Discipline pada Inspektorat Daerah Kabupaten Lebak Provinsi Banten

Learning Organizations from the Perspective of “The Fifth Discipline” at the Regional Inspectorate of Lebak Regency, Banten Province

Abstract

Penelitian ini didasarkan pada permasalahan yang menunjukkan bahwa penerapan organisasi pembelajaran di Inspektorat Daerah Kabupaten Lebak, Provinsi Banten, belum berjalan secara optimal. Tujuan penelitian ini adalah untuk memperoleh pemahaman mendalam mengenai penerapan prinsip-prinsip organisasi pembelajaran. Penelitian ini mengacu pada konsep Peter M. Senge (2006:12), yang menyatakan bahwa penerapan organisasi pembelajaran didasarkan pada lima disiplin (The Fifth Discipline), yaitu penguasaan diri, model mental, visi bersama, pembelajaran tim, dan pemikiran sistem. Penelitian ini menggunakan desain penelitian kualitatif dengan metode analisis kualitatif deskriptif. Hasil penelitian menunjukkan bahwa organisasi pembelajaran belum diterapkan secara optimal. Kondisi ini tercermin dari rendahnya tingkat penguasaan diri di kalangan personel, dominasi model mental yang masih bersifat administratif, reaktif, dan berorientasi pada kepatuhan, tidak adanya internalisasi kolektif terhadap visi bersama pengawasan yang bernilai tambah, kurangnya pelembagaan sistematis pembelajaran tim, serta fakta bahwa pemikiran sistem belum menjadi kerangka kerja yang dominan dalam proses pengambilan keputusan.
Abstract
This research is based on problems indicating that the implementation of a learning organization at the Regional Inspectorate of Lebak Regency, Banten Province, has not yet been optimal. The purpose of this study is to obtain an in-depth understanding of the implementation of learning organization principles. The study refers to Peter M. Senge’s (2006:12) concept, which states that the implementation of a learning organization is based on five disciplines (the Fifth Discipline), namely personal mastery, mental models, shared vision, team learning, and systems thinking. This research employs a qualitative research design using a descriptive qualitative analysis method. The results indicate that the learning organization has not been optimally implemented. This condition is reflected in the low level of personal mastery among personnel, the predominance of mental models that remain administrative, reactive, and compliance-oriented, the absence of collective internalization of a value-added supervisory shared vision, the lack of systematic institutionalization of team learning, and the fact that systems thinking has not yet become the dominant framework in decision-making processes.

Keywords:  Learning Organization, Strategic Partner, Change Agent.

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