Wah, dosen yang baik.. pagi2 udah kirim email ke semua studentsnya bahwa ada artikel yg menarik .. baca pelan2 and di hayatin emang sih menarik fenomena ini.. kadang kita hanya berpikir kemampuan otak kiri tanpa melihat emosional sangat berpengaruh. Bukan hanya di dunia bisnis ajah.. coba deh liat uni2 yg masih matok IPK 3,.. untuk syarat masuk .. hmm padahal mungkin aja kemampuan emosional pelajarnya kurang baik..
yah dlm praktek nyata emang diperlukan keseimbangan… apa sih yg gak bagus kalo gak “balance”
Nih aku copy paste artikelnya yg bersumber di workplaceinfo.
What are the work abilities that matter most?
Source: WorkplaceInfo
Date: 22/05/08
Logical ‘left-brain’ thinking patterns are still essential, but they are no longer enough to succeed in business. Conceptual, contextual and emotive ‘right-brain’ thinking is the attribute that determines who performs better.
A keynote address to the 2008 Australian Human Resources Institute (AHRI) National Convention, held in Melbourne on 21 May 2008, identified the main causes of the rise in right-brain thinking and the six aspects of it that matter the most.
Three main causes of change
Daniel Pink, author of the best-selling book A Whole New Mind, described left-brain thinking as being logical, analytical and step-by-step in nature, and associated with ‘traditional’ highly-regarded careers such as law, accountancy and engineering. Right-brain thinking, on the other hand, takes account of context (eg the tone of voice in which a question/statement is made), empathy, synthesis and processing many ideas and tasks at once.
He added that ‘traditional’ HR functions of the 1970s and 1980s tended to operate according to left-brain thinking, but this approach is no longer sufficient on its own.
He described the three major forces of change in society as:
- Abundance
- Asia
- Automation.
Abundance
Standards of living and levels of consumption have risen enormously in many countries over the past couple of generations. A couple of examples:
- Mobile phone ownership, almost non-existent 20 years ago, now occurs in almost 90% of homes and the number of phones in Australia , at 21 million, slightly exceeds the total population.
- The ’storage’ industry is experiencing phenomenal growth, about 15% per year, with more than 1000 separate storage facilities now in Australia — an indicator of rapid growth of people’s material possessions.
Pink noted that bad news that happens quickly tends to dominate media attention, but good news that happens slowly tends to be ignored. The latter is true of Abundance.
What is the significance to business and HR of Abundance? Businesses need to consider two strategies in order to survive and prosper:
- giving customers products and services that they didn’t realise they were missing — this happens comparatively rarely, but the iPod is a well-known recent example
- ‘designer’ type products that compete on emotion and significance rather than price and utility — this applies to such mundane products as toilet brushes and soap (the examples used by Pink). Competing only on price usually results in a downward spiral. Basically, businesses need to solve the engineering issues first (left-brain, which most of them achieve), then look for other ways to gain a competitive edge (right-brain).
Asia
Pink described offshoring strategies as very over-hyped in the short term, but very under-hyped in the longer term. For example, India has a huge advantage over other countries because of its far greater population, and will overtake the United States as the biggest English-speaking country by 2010. This will influence many businesses to move more functions to it.
The implication here, according to Pink, is that ‘routine’ aspects of work will disappear from Australia because they will be uneconomic and have no local value. Some HR functions can still be regarded as routine. Basically, if you can write down what is done and follow rules, etc, to achieve it, it is routine work and it will be much cheaper to have it done elsewhere.
Automation
Pink described this issue as ’software replaces brains’. Examples include law, taxation and medical diagnoses. As an example, he referred to several online ‘do-it-yourself divorce’ websites that allow an uncontested divorce to be implemented online.
What are the abilities that will matter most?
Pink claimed that the right-brain abilities that will become more and more important in business are those that are difficult to outsource or automate. He put them into six categories.
1. Design
Design will matter more than basic function. He used the example of General Motors, who recently lost US$10 billion in a single year, but is now hiring specialist sculptors and designers. Its CEO recently stated that the car-maker was now ‘in the arts and entertainment business and needs to emphasise world-class design’. Also, the CEO of P&G, a manufacturer of soaps and similar mundane products, has claimed that ‘it’s all design’ and the company now focuses on ‘purchasing, communication and user experiences’.
Pink suggested that everyone should keep a ‘design notebook’ and on a daily basis record examples of good and bad design that they experienced.
2. Story
Don’t just present the argument, put it in an emotional context.
3. Symphony
This is probably the most important ability of the six. It involves identifying the big picture.
Pink quoted research by Dave Ulrich in Working with Emotional Intelligence, which found that pattern recognition (ie big-picture thinking) was the by far the most reliable predictor of ’star performance’. It involves the ability to identify trends and think strategically and well into the future.
It is also illustrated by the remark of the late US comedian Sid Caesar: ‘The guy who invented the wheel was an idiot, but the guy who invented the other three was a genius.’
However, he noted that people with poor left-brain capabilities often compensate with superior right-brain abilities. Several multi-millionaires are actually dyslexic, including the CEOs of Virgin Airlines and Ikea.
4. Empathy
Empathy involves seeing and understanding a situation from the other person’s viewpoint. It is the most effective way to differentiate superior customer service. Pink argued that empathy is most people’s natural instinct, but it tends to change as they rise within organisations and become more self-oriented. Leadership is a mix of both action orientation and empathy; it cannot be effective if it is only one or the other.
Identifying people’s facial expressions, eg fake versus genuine smiles, is a very useful skill to have. Crinkling around the eyes indicates a genuine smile, and it is usually ’smaller’. Pink recommended Emotions Revealed, by Paul Ekman, as an excellent reference on this topic.
5. Play
Work should not be purely serious, there should be some fun and socialising involved as well.
6. Meaning
Mere accumulation is not enough, again there must be context. While accumulating wealth does liberate people to some extent, they may be richer but not necessarily happier.
What this means for HR
Presenting the above to senior management and gaining support and resources to do something about it can be a major challenge. Although hard evidence of its merit is gradually accumulating,
Pink said that it will still often be necessary for HR to present its business-case with hard-headed numerical and financial data (ie in left-brain terms). Right-brain attributes are hard to measure, but there are some obvious links, eg between empathy with customers and sales/revenue increases, so focus on those.
A ‘killer’ job interview question
Pink suggested asking applicants ‘Are you lucky?’, as a means of avoiding rehearsed deadpan answers. Some people will say: ‘No, I worked very hard for my achievements and luck didn’t come into it.’ Others may say things like: ‘Yes, I was born here, I have had many opportunities, I like people.’
Pink suggested that those who answer ‘yes’ are more empathetic, more innovative, better collaborative and more likely to obtain the best from others.
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