Showing posts with label management. Show all posts
Showing posts with label management. Show all posts

Monday, 20 April 2026

Buku "Dont Thnik of an Elephant!" oleh George Lakoff

Buku **Don't Think of an Elephant!** oleh George Lakoff ialah karya penting dalam bidang linguistik kognitif dan komunikasi politik. Buku ini menjelaskan bagaimana bahasa bukan sekadar alat komunikasi, tetapi membentuk cara kita berfikir melalui apa yang dipanggil *framing*

# 🧠 Idea Utama: “Framing”


Konsep teras buku ini ialah Framing Theory.

**Apa itu frame?**

Frame ialah “bingkai mental” yang membentuk bagaimana kita memahami sesuatu isu.

Contoh mudah:

* Jika disebut “**cukai sebagai beban**” → kita rasa cukai itu negatif

* Jika disebut “**cukai sebagai pelaburan negara**” → kita lihat ia positif


👉 Perkataan yang berbeza → cara fikir berubah

# 🐘 Kenapa “Don’t Think of an Elephant”?


Lakoff beri contoh klasik:

> “Jangan fikir tentang gajah”


➡️ Otak kita **automatik akan bayangkan gajah**

Maknanya:

* Bila sesuatu frame disebut, ia terus aktif dalam minda

* Menafikan sesuatu pun masih menguatkan frame itu


Contoh politik:

* “Saya bukan rasuah” → perkataan *rasuah* tetap diaktifkan dalam fikiran pendengar


# 🏛️ Dua Frame Besar Politik


Lakoff menjelaskan politik Amerika melalui dua model keluarga:

## 1. **Strict Father Model (Konservatif)**

* Dunia bahaya → perlu disiplin & kekuatan

* Nilai utama:

  * Autoriti

  * Hukuman

  * Tanggungjawab individu

* Polisi:

  * Kurang bantuan sosial

  * Penekanan kepada undang-undang & ketertiban


## 2. **Nurturant Parent Model (Liberal)**

* Dunia boleh diperbaiki melalui empati

* Nilai utama:

  * Kasih sayang

  * Keadilan sosial

  * Kerjasama


* Polisi:

  * Kebajikan sosial

  * Pendidikan & kesihatan


👉 Kedua-dua ini bukan sekadar ideologi, tetapi **cara otak memahami dunia**

# ⚠️ Kesilapan Besar Dalam Komunikasi


Lakoff kritik golongan progresif kerana:

❌ Terlalu bergantung kepada fakta


* Fakta sahaja **tidak cukup** untuk ubah pendapat

* Orang menilai berdasarkan frame, bukan data semata-mata

❌ Menggunakan frame pihak lawan


Contoh:

* Menolak “tax relief” → tetap menguatkan idea bahawa cukai adalah beban


👉 Ini kesilapan strategik

# 🎯 Strategi Komunikasi (Cadangan Lakoff)


## 1. Bina frame sendiri

Jangan ulang frame lawan

➡️ Cipta naratif sendiri


## 2. Konsisten

Frame perlu diulang secara berterusan untuk “tertanam” dalam minda


## 3. Guna nilai, bukan fakta semata

* Nilai (values) lebih kuat daripada statistik

* Contoh: “keadilan”, “tanggungjawab bersama”


## 4. Cerita (storytelling)

Manusia lebih mudah faham melalui cerita berbanding angka


# 🔍 Perspektif Psikologi

Buku ini berkait rapat dengan:

* Cognitive Bias

* Neural Networks


👉 Frame sebenarnya terbina dalam otak melalui pengalaman dan pengulangan


# 🌍 Aplikasi Dalam Dunia Sebenar

Walaupun fokus pada politik Amerika, konsep ini sangat relevan untuk:

✔️ Kepimpinan organisasi

Cara bos bercakap → bentuk budaya syarikat


✔️ Media & pemasaran

Iklan guna framing untuk mempengaruhi keputusan pengguna


 ✔️ Dakwah & komunikasi Islam

Cara menyampaikan mesej agama boleh:

* Menarik (frame rahmah)

* Atau menolak (frame hukuman semata)


# 🧩 Kesimpulan Besar

Inti utama buku ini:

👉 **“Orang tidak berfikir dengan fakta sahaja, tetapi dengan frame.”**

👉 **“Siapa kawal bahasa, dia kawal cara orang berfikir.”**

George Lakoff ; Framing Theory

Kajian oleh George Lakoff tentang Framing Theory adalah asas penting dalam memahami bagaimana bahasa membentuk cara manusia berfikir—terutamanya dalam politik, kepimpinan, dan komunikasi harian.

Saya huraikan secara mendalam tetapi praktikal supaya mudah diaplikasikan dalam konteks organisasi dan juga perspektif Islam.


🧠 1. Apa Itu Framing Theory?

Dalam bidang Linguistik Kognitif, Lakoff menjelaskan:

“Frame” ialah struktur mental yang membentuk cara kita memahami realiti.

👉 Maksudnya:

  • Kita tidak melihat dunia secara neutral

  • Kita melihat melalui “bingkai” (frame) yang dibentuk oleh bahasa

📌 Contoh mudah:

  • “Cukai” vs “beban cukai”
    👉 Perkataan sama, emosi berbeza


🧩 2. Konsep Utama: Bahasa Membentuk Pemikiran

Lakoff menegaskan:

👉 Bahasa bukan sekadar menyampaikan maklumat — ia membentuk pemikiran.

Ini dikenali sebagai:

  • Conceptual Metaphor Theory

  • Bahasa → aktivasi struktur otak → persepsi → tindakan

📚 Rujukan utama:

  • Don’t Think of an Elephant! (2004)


🔍 3. Bagaimana “Frame” Berfungsi?

🔁 Prosesnya:

  1. Perkataan digunakan

  2. Otak mengaktifkan “frame” tertentu

  3. Emosi & nilai terlibat

  4. Persepsi terbentuk

👉 Akhirnya:

  • keputusan dibuat berdasarkan frame, bukan fakta semata-mata


⚖️ 4. Framing dalam Politik

Lakoff mengkaji politik Amerika dan mendapati:

👉 Dua frame utama:

🟦 1. “Strict Father Model”

  • Disiplin

  • Autoriti

  • Hukuman

🟩 2. “Nurturant Parent Model”

  • Empati

  • Penjagaan

  • Kerjasama

👉 Ahli politik:

  • tidak hanya berhujah dengan fakta

  • tetapi memilih frame yang mempengaruhi emosi


🔥 5. Kenapa Ahli Politik Guna Bahasa Sinis?

Mengikut teori Lakoff:

🎯 Tujuan:

  • mencipta frame negatif terhadap lawan

  • mengaitkan lawan dengan imej buruk

  • mempengaruhi persepsi rakyat tanpa hujah panjang

📌 Contoh teknik:

  • labeling (“lemah”, “korup”)

  • sindiran (sarcasm)

  • pengulangan naratif

👉 Ini menjelaskan kenapa komunikasi sinis “berkesan” secara psikologi


🧠 6. Fakta vs Frame (Perkara Penting)

Lakoff menegaskan:

❗ Fakta sahaja tidak cukup untuk mengubah pemikiran

Kenapa?

  • Jika fakta bertentangan dengan frame sedia ada
    👉 otak akan menolak fakta tersebut

📌 Contoh:

  • seseorang percaya “kerajaan gagal”
    👉 walaupun data baik, dia tetap skeptikal


🏢 7. Aplikasi dalam Organisasi

Dalam Psikologi Organisasi:

Cara pemimpin bercakap → membentuk budaya

Contoh:

Bahasa KetuaFrame Terhasil
“Ini masalah besar”Fear
“Ini peluang belajar”Growth
“Kenapa buat silap?”Blame
“Apa kita boleh baiki?”Improvement

👉 Frame menentukan:

  • mindset pekerja

  • motivasi

  • prestasi


🕌 8. Perspektif Islam terhadap “Framing”

Dalam Al-Qur'an, konsep framing sebenarnya wujud melalui:

8.1 Qaulan (cara bertutur)

Islam bukan hanya fokus:

  • apa yang dikatakan
    👉 tetapi bagaimana ia dibingkai

Contoh:

  • Qaulan Sadida → frame kebenaran

  • Qaulan Layyina → frame kelembutan

  • Qaulan Baligha → frame yang menyentuh hati


8.2 Dakwah Rasulullah SAW

Nabi Muhammad SAW tidak menyerang peribadi:
👉 tetapi membina frame:

  • Tauhid → makna kehidupan

  • Akhlak → kemuliaan manusia

  • Syurga → harapan

👉 Ini adalah framing positif, bukan sinis


8.3 Larangan Framing Negatif

Al-Qur’an melarang:

  • sangkaan buruk

  • ejekan

  • label negatif

👉 kerana ia mencipta frame yang merosakkan hubungan sosial


⚠️ 9. Bahaya Framing Negatif & Sinis

Jika digunakan secara berterusan:

Dalam politik:

  • polarisasi masyarakat

  • kebencian meningkat

Dalam organisasi:

  • budaya takut

  • hilang trust

Dalam individu:

  • pemikiran negatif kronik


🧩 10. Sintesis: Lakoff + Tepper + Islam

PerspektifPenjelasan
LakoffBahasa membentuk realiti
TepperBahasa kasar = abusive
IslamBahasa = akhlak & ibadah

👉 Kesimpulan:
Bahasa bukan neutral — ia membina dunia sosial


✅ 11. Cara Guna Framing Secara Positif

✔️ Dalam leadership:

  • gunakan bahasa harapan

  • elakkan labeling negatif

  • fokus solusi

✔️ Dalam komunikasi Islam:

  • qaulan sadida (benar)

  • qaulan layyina (lembut)

  • qaulan karima (mulia)


✨ Kesimpulan

Teori George Lakoff mengajar bahawa:

👉 siapa mengawal bahasa, dia mengawal persepsi

Tetapi Islam menambah dimensi penting:

👉 siapa mengawal bahasa dengan akhlak, dia membina manusia

Abusive Supervision by Bennett J. Tepper (2000)

Kajian oleh Bennett J. Tepper (2000) tentang “Abusive Supervision” adalah antara rujukan paling berpengaruh dalam Psikologi Organisasi, khususnya dalam memahami kenapa pemimpin cenderung berkomunikasi secara sinis, kasar, atau merendahkan.

Berikut penjelasan yang menyeluruh dan praktikal:


🧠 1. Definisi “Abusive Supervision”

Tepper (2000) mendefinisikan:

Abusive supervision ialah persepsi pekerja bahawa ketua mereka secara berterusan menunjukkan tingkah laku verbal dan non-verbal yang bermusuhan (hostile), tanpa melibatkan sentuhan fizikal.

📌 Maksud penting:

  • Fokus pada persepsi pekerja, bukan niat ketua

  • Berlaku secara berulang (sustained)

  • Tidak semestinya jeritan—boleh dalam bentuk sinisme halus


🔴 2. Contoh Tingkah Laku Abusive

Menurut kajian, antara bentuk biasa:

💬 Verbal (paling relevan dengan isu sinis)

  • Sindiran tajam (sarcasm)

  • Memalukan di hadapan orang lain

  • Mengkritik secara tidak konstruktif

  • Menggunakan nada merendahkan

🧍 Non-verbal

  • Memandang rendah

  • Silent treatment

  • Mengabaikan pandangan pekerja

👉 Ini sangat berkait dengan gaya komunikasi sinis yang anda sebutkan


📊 3. Metodologi Kajian

Tepper membangunkan instrumen dikenali sebagai:

👉 Abusive Supervision Scale (ASS)

Ciri utama:

  • Skala Likert (1–5)

  • Mengukur persepsi pekerja terhadap tingkah laku ketua

  • Digunakan secara meluas dalam kajian organisasi global

Contoh item:

  • “Ketua saya memperlekehkan saya”

  • “Ketua saya mempermalukan saya di hadapan orang lain”


⚠️ 4. Punca Abusive Supervision

Kajian lanjutan (berdasarkan model Tepper) mengenal pasti beberapa punca:

4.1 Tekanan & Frustrasi Pemimpin

  • Beban kerja tinggi

  • konflik organisasi
    👉 menyebabkan “displaced aggression” (marah dipindahkan kepada bawahan)


4.2 Personaliti Pemimpin

  • Narcissism (ego tinggi)

  • Authoritarian (suka kawal)

  • Low emotional intelligence


4.3 Budaya Organisasi

  • Normalisasi komunikasi kasar

  • Tiada accountability

👉 Ini menyebabkan abusive jadi “budaya biasa”


4.4 Teori “Trickle-Down Effect”

Pemimpin yang dilayan buruk oleh atasan:
👉 cenderung mengulangi kepada bawahan


📉 5. Kesan Kepada Pekerja & Organisasi

5.1 Emosi & Psikologi

  • Stress meningkat

  • Anxiety

  • Burnout


5.2 Tingkah Laku

  • Kurang motivasi

  • Silent resistance

  • Turnover tinggi


5.3 Prestasi

  • Produktiviti menurun

  • Hilang kreativiti

  • Kurang engagement


5.4 Tingkah Laku Negatif Balas (Counterproductive Behavior)

  • sabotaj kerja

  • menyebar negatif

  • disengagement


🔁 6. Kenapa Pemimpin Jadi Sinis? (Link kepada soalan anda)

Daripada kajian ini, kita boleh simpulkan:

👉 Sinisme adalah bentuk “ringan” abusive supervision

Ia berlaku bila:

  • pemimpin tidak mampu mengawal emosi

  • menggunakan sindiran sebagai alat dominasi

  • ingin menunjukkan kuasa tanpa konfrontasi terbuka


🕌 7. Perbandingan Dengan Perspektif Islam

Jika dibandingkan dengan ajaran Nabi Muhammad SAW:

Abusive SupervisionPrinsip Islam
Sindiran & hinaanQaulan Ma’rufa
Nada kasarQaulan Layyina
Merendahkan pekerjaQaulan Karima
Komunikasi menyakitkanAkhlak mulia

👉 Jelas bercanggah secara langsung


🧩 8. Implikasi Praktikal (Leadership Modern)

Untuk organisasi:

  • wujudkan sistem feedback 360°

  • ukur budaya komunikasi

  • latih emotional intelligence

Untuk pemimpin:

  • sedar “micro-abuse” (sindiran kecil pun memberi kesan besar)

  • amalkan pause sebelum bercakap

  • bina empati


✨ 9. Kesimpulan

Kajian Tepper (2000) menunjukkan bahawa:

👉 komunikasi sinis bukan sekadar gaya
👉 tetapi bentuk penyalahgunaan kuasa yang halus (subtle abuse)

Dan jika tidak dikawal:

  • ia merosakkan individu

  • merosakkan organisasi

  • merosakkan budaya komunikasi

Saturday, 14 March 2026

Active listening in Leadership

Based on the provided search results and general management principles, here is a detailed explanation of "active listening," particularly in a leadership context, followed by a relevant academic journal reference.

Detailed Explanation: Active Listening in Leadership

Active listening is far more than simply hearing the words someone says. It is a structured and conscious communication technique that requires the listener to fully concentrate, understand, respond, and then remember what is being said. In a high-stakes environment like a petrochemical plant, it is a critical tool for building trust, uncovering hidden risks, and fostering a collaborative culture.

1. The Core Components of Active Listening:
Active listening can be broken down into several key components, often remembered by the acronym SOLER, which describes the non-verbal aspect, and a set of cognitive steps:

· Give Undivided Attention (Stop): This involves mentally preparing to listen and setting aside other thoughts. In practice, this means pausing your own work, turning away from a computer screen, and making a conscious decision to focus entirely on the speaker .
· Use Open Body Language (Look): This is the non-verbal part of listening. It includes maintaining comfortable eye contact, adopting an open posture (uncrossed arms and legs), and leaning in slightly. This signals to the speaker that you are engaged and receptive .
· Withhold Judgment: An active listener listens to understand, not to reply. This means suspending your own internal dialogue, opinions, and judgments to fully absorb the speaker's perspective without immediately formulating a counter-argument or solution .
· Paraphrase and Summarize: After the speaker has finished, the listener reflects back the essence of what was heard. For example, "So, if I'm understanding you correctly, your main concern is that the new valve replacement procedure is creating a bottleneck during shift changes, which is causing some people to rush. Is that right?" This confirms understanding and shows the speaker they were truly heard .
· Ask Open-Ended Questions: Instead of asking "Is the procedure working?" (which can be answered with a "yes" or "no"), an active listener asks, "Can you tell me more about how the new procedure is working in practice on the night shift?" This encourages the speaker to elaborate and share more detailed information .

2. The Importance of Active Listening for Building Trust (The "How"):
The provided search results link active listening directly to trust-building in industrial settings. Ville Kulmala, a Director at Metso, demonstrates that when leaders practice active listening through regular one-on-one dialogues and team reflection sessions, it builds psychological safety . This is the "how"—it creates a safe space for open communication.
When team members feel genuinely heard:

· They Feel Valued: It communicates respect for their experience and perspective. This is especially crucial for frontline operators who have the most hands-on knowledge of the plant's processes and potential hazards.
· It Encourages Speaking Up: Knowing their voice will be heard, not dismissed, encourages employees to report near-misses, suggest improvements, or voice safety concerns without fear of being ignored or reprimanded.
· It Builds Mutual Respect: It transforms the manager-employee dynamic from a one-way command into a two-way partnership, which is the foundation of trust.

3. Practical Application for a Plant Manager:
To apply active listening as a plant manager, you can implement specific practices:

· Management By Walking Around (MBWA): Instead of holding all meetings in your office, regularly walk the plant floor. Stop and talk to operators, technicians, and engineers in their workspace.
· One-on-One "Growth Dialogues": As Kulmala from Metso practices, hold regular, scheduled conversations with team members that are not solely about operational metrics but about their ideas, challenges, and professional development .
· Feedback Loops: After listening and acting (or deciding not to act) on feedback, close the loop by communicating back to the team. For example, "Based on our conversation last week about the bottleneck, I've asked engineering to look into it. Here's what we found..." This demonstrates that listening leads to action.

Journal Reference

The following academic article provides a foundational understanding of active listening as a distinct and measurable communication skill, differentiating it from merely "hearing." It supports the idea that active listening is a conscious process involving specific cognitive and behavioral techniques that enhance understanding and relational outcomes.

· Citation: Tyagi, B. (2013). Listening: An Important Skill and Its Various Aspects. The Criterion: An International Journal in English, 12(1), 1-8. https://www.the-criterion.com/V4/n12/Babita.pdf

#activelistening

Leader steadiness

Based on the provided search results, here is a detailed explanation of "steadiness" as observed in Marathon Petroleum's leadership, followed by a relevant academic journal reference.

Detailed Explanation: "Steadiness" in Marathon Petroleum's Leadership

The concept of "steadiness" as a leadership trait at Marathon Petroleum is vividly illustrated through the example of Jordan Boon, Operations Superintendent at the company's Canton, Ohio refinery, and the observations of his colleague, Rob Dugan .

1. The Definition of a "Steady" Leader:
According to Rob Dugan, Process Engineering Manager at Marathon Petroleum, a leader with steadiness possesses a "calm, steady way of tackling even the toughest situations" . This description highlights that steadiness is not merely about being quiet or passive, but rather about maintaining composure and emotional equilibrium under pressure. It is the ability to remain a stable and reassuring presence when circumstances are chaotic or stressful .

2. Behavioral Manifestation of Steadiness:
The observation provides a specific behavioral contrast that defines this trait. Dugan notes that in hectic moments, a steady leader "does not just take charge; he jumps in beside you" . This distinction is crucial for building trust:

· "Taking charge" can sometimes be interpreted as a top-down, authoritative move that might distance a leader from their team during a crisis.
· "Jumping in beside you" is a collaborative and supportive action. It signals solidarity, shared responsibility, and a willingness to work alongside the team to solve the problem, rather than just directing from above .

This approach directly fosters trust because team members feel supported rather than managed. As Dugan further explains, this type of leader "brings a contagious energy that uplifts everyone, and somehow makes you feel more confident just by being there. That is why people trust him" . The trust is built on the psychological safety and confidence that comes from knowing a leader will remain composed and engaged, not detached or panicked, during a crisis.

3. The Foundation of Steadiness:
The profile of Jordan Boon suggests that this steadiness is built on a foundation of genuine care and a "people-first mindset" . His leadership philosophy centers on listening, inclusion, and developing others. By consistently prioritizing relationships and ensuring people feel heard, he establishes a baseline of trust that makes his calm demeanor during crises both credible and effective. His colleagues describe him as a "steady, humble leader who puts people and growth first" . This indicates that steadiness is not an isolated trait but is integrated with humility, technical competence (he "mastered every unit he touched"), and a genuine commitment to the team's success .

Journal Reference

While the concept of individual leadership "steadiness" is exemplified in the Marathon Petroleum profile, a broader academic framework for understanding this quality in the context of crisis management is provided by the concept of "READINESS."

The journal article below discusses a multi-dimensional model for organizational and leadership effectiveness in crises. This model encompasses the "mental adaptability" and "emotional leadership-focused mindset" that align with the behavioral steadiness demonstrated by leaders like Jordan Boon .

· Citation: Jin, Y., Coombs, W. T., Wang, Y., van der Meer, T. G. L. A., & Shivers, B. N. (2024). "READINESS": A keystone concept beyond organizational crisis preparedness and resilience. Journal of Contingencies and Crisis Management, 32, e12546. https://doi.org/10.1111/1468-5973.12546 

Kemahiran utama pengurus untuk membina kepercayaan

Sebagai pengurus di kilang petrokimia yang berisiko tinggi, membina kepercayaan daripada pihak atasan dan bawahan memerlukan gabungan kemahiran teknikal, kepimpinan, dan emosi. Berikut adalah senarai kemahiran utama yang disokong oleh rujukan industri dan kajian lepas:

1. Kemahiran Kepimpinan Keselamatan (Safety Leadership)

Ini adalah kemahiran paling kritikal. Anda perlu menjadi "pemimpin keselamatan" yang aktif, bukan sekadar mematuhi prosedur. Kajian terhadap sektor pembuatan berisiko tinggi menegaskan bahawa kepimpinan keselamatan adalah faktor kunci dalam mencegah insiden dan menggalakkan penyertaan pekerja dalam keselamatan . Ini termasuk menjadi role model dalam mematuhi prosedur keselamatan dan menunjukkan komitmen peribadi terhadap kesejahteraan pekerja.

2. Kepimpinan Autentik (Authentic Leadership)

Pemimpin yang autentik dan tulen membina kepercayaan dengan menjadi diri sendiri, telus, dan mengamalkan apa yang diperkatakan. Menurut NEBOSH, kepimpinan autentik yang menekankan kejujuran, kesedaran diri, dan "melakukan perkara yang betul" adalah penting untuk membina budaya keselamatan bertaraf dunia, di mana pekerja merasa selamat untuk bersuara . Nilai ini dipraktikkan di syarikat seperti Bapco Refining untuk memastikan semua pekerja pulang dengan selamat.

3. Komunikasi Telus (Transparency)

Kemahiran berkomunikasi secara terbuka dan jujur, terutamanya dalam situasi sukar. Ketelusan membina kepercayaan kerana ia menunjukkan integriti. Ketua Pegawai Eksekutif Chevron Phillips Chemical (CPChem), Mark Lashier, menekankan bahawa ketelusan adalah salah satu nilai teras untuk memastikan pekerja dan pelanggan percaya kepada kepimpinan, terutamanya ketika krisis . Dengan telus, pihak bawahan akan lebih menghormati keputusan atasan.

4. Mendengar Secara Aktif (Active Listening)

Kemahiran untuk benar-benar mendengar kebimbangan dan idea dari semua peringkat, termasuk pekerja bawahan. Seorang superintenden di Marathon Petroleum, Jordan Boon, menekankan pendekatan "people-first" di mana setiap suara didengari. Apabila orang merasa didengari, mereka merasa dihargai dan seterusnya membina budaya saling percaya . Ini penting di kilang risiko tinggi di mana pekerja bawahan sering kali adalah barisan hadapan yang pertama nampak potensi bahaya.

5. Kesedaran Diri dan Kecerdasan Emosi (Self-awareness & Emotional Intelligence)

Memahami kekuatan dan kelemahan diri sendiri, serta mampu mengurus emosi peribadi dan orang lain. Andy Shenstone dari NEBOSH menyatakan bahawa latihan kepimpinan harus menyokong pembangunan kecerdasan emosi dan empati, yang membolehkan pengurus berkomunikasi dengan lebih baik tentang isu keselamatan dan kesejahteraan .

6. Kemahiran Membina Hubungan (Stakeholder Engagement)

Kebolehan membina jaringan kepercayaan dengan pelbagai pihak, dari pengurusan atasan sehingga kontraktor dan komuniti. Di NNPC Ltd, peranan Chief Relations Officer adalah untuk memastikan "orang yang tepat berada di sisi syarikat" melalui diplomasi dan pembinaan kepercayaan yang konsisten . Sebagai pengurus kilang, anda adalah "penghubung" antara matlamat pengurusan atasan dan realiti operasi bawahan.

7. Kepimpinan Transformatif (Transformational Leadership)

Keupayaan untuk menginspirasi pasukan melebihi kepentingan peribadi demi matlamat yang lebih besar (seperti "Zero Accident"). Kajian peringkat doktor falsafah di sektor petrokimia Arab Saudi mendapati bahawa amalan kepimpinan transformatif mempunyai hubungan rapat dengan tahap kepercayaan kognitif dan afektif dalam kalangan pekerja pelbagai budaya . Ini menunjukkan pemimpin yang boleh menginspirasi akan lebih dipercayai.

8. Kompetensi Teknikal (Technical Competence)

Kepercayaan sukar diperoleh jika pengurus tidak memahami apa yang diawasi. Pengetahuan teknikal yang kukuh membolehkan pengurus membuat keputusan tepat dan dihormati oleh anak buah. Jordan Boon memulakan kerjaya sebagai jurutera kimia dan menguasai setiap unit operasi sebelum menjadi superintenden, yang membantunya mendapat kepercayaan pasukan teknikal .

9. Penghapus Halangan (Barrier Removal)

Kemahiran untuk mengenal pasti dan menghapuskan birokrasi atau halangan yang menghalang pekerja melakukan tugas dengan selamat dan berkesan. Mark Lashier menekankan prinsip "simplicity" iaitu mengurangkan birokrasi agar pekerja dapat menjalankan tugas mereka. Selain itu, sebagai pemimpin, tugas utama adalah membantu orang lain berjaya dengan membuang halangan di hadapan mereka .

10. Menjadi "Budaya" Inklusif (Inclusivity)

Mewujudkan persekitaran di mana semua orang, tanpa mengira latar belakang atau jawatan, merasa termasuk dan dihormati. Jordan Boon menyatakan bahawa menjadi pembina budaya bermaksud memastikan semua orang merasa didengari, walaupun berlaku perbezaan pendapat. Apabila orang merasa dihargai, mereka akan menjadi pembina budaya yang setia .

11. Keberanian (Courage)

Berani untuk membuat keputusan sukar, mengakui kesilapan, dan mempertahankan kepentingan keselamatan walaupun ia mungkin tidak popular atau merugikan dari segi pengeluaran. Prinsip kepimpinan Bapco Energi yang pertama adalah "Berani" (Be Brave), yang menggalakkan pemimpin melaporkan keadaan tidak selamat tanpa rasa takut .

12. Kesabaran dan Kestabilan (Steadiness)

Kemampuan untuk kekal tenang dan stabil ketika berhadapan dengan situasi hectic atau kecemasan. Rob Dugan dari Marathon Petroleum memerhatikan Jordan Boon sebagai pemimpin yang "tenang dan stabil" dalam menangani situasi sukar. Beliau tidak hanya mengambil alih, tetapi "terjun ke samping anda" untuk menyelesaikan masalah bersama .

13. Refleksi dan Aplikasi

Untuk mengaplikasikan kemahiran ini, anda boleh mulakan dengan menjadi lebih "visible" di lapangan (management by walking around), mengamalkan konsistensi antara kata dan perbuatan, serta secara aktif meminta maklum balas tentang prestasi kepimpinan anda daripada kedua-dua pihak atasan dan bawahan.

#management #jurutera #engineer #petrochemical #palmoilmill 

Krisis kepercayaan di kilang petrokimia ; apa yang jurutera perlu tahu?

Sebagai pengurus di kilang petrokimia yang berisiko tinggi, membina kepercayaan daripada pihak atasan dan bawahan memerlukan gabungan kemahiran teknikal, kepimpinan, dan emosi. Berikut adalah senarai kemahiran utama yang disokong oleh rujukan industri dan kajian lepas:

1. Kemahiran Kepimpinan Keselamatan (Safety Leadership)

Ini adalah kemahiran paling kritikal. Anda perlu menjadi "pemimpin keselamatan" yang aktif, bukan sekadar mematuhi prosedur. Kajian terhadap sektor pembuatan berisiko tinggi menegaskan bahawa kepimpinan keselamatan adalah faktor kunci dalam mencegah insiden dan menggalakkan penyertaan pekerja dalam keselamatan . Ini termasuk menjadi role model dalam mematuhi prosedur keselamatan dan menunjukkan komitmen peribadi terhadap kesejahteraan pekerja.

2. Kepimpinan Autentik (Authentic Leadership)

Pemimpin yang autentik dan tulen membina kepercayaan dengan menjadi diri sendiri, telus, dan mengamalkan apa yang diperkatakan. Menurut NEBOSH, kepimpinan autentik yang menekankan kejujuran, kesedaran diri, dan "melakukan perkara yang betul" adalah penting untuk membina budaya keselamatan bertaraf dunia, di mana pekerja merasa selamat untuk bersuara . Nilai ini dipraktikkan di syarikat seperti Bapco Refining untuk memastikan semua pekerja pulang dengan selamat.

3. Komunikasi Telus (Transparency)

Kemahiran berkomunikasi secara terbuka dan jujur, terutamanya dalam situasi sukar. Ketelusan membina kepercayaan kerana ia menunjukkan integriti. Ketua Pegawai Eksekutif Chevron Phillips Chemical (CPChem), Mark Lashier, menekankan bahawa ketelusan adalah salah satu nilai teras untuk memastikan pekerja dan pelanggan percaya kepada kepimpinan, terutamanya ketika krisis . Dengan telus, pihak bawahan akan lebih menghormati keputusan atasan.

4. Mendengar Secara Aktif (Active Listening)

Kemahiran untuk benar-benar mendengar kebimbangan dan idea dari semua peringkat, termasuk pekerja bawahan. Seorang superintenden di Marathon Petroleum, Jordan Boon, menekankan pendekatan "people-first" di mana setiap suara didengari. Apabila orang merasa didengari, mereka merasa dihargai dan seterusnya membina budaya saling percaya . Ini penting di kilang risiko tinggi di mana pekerja bawahan sering kali adalah barisan hadapan yang pertama nampak potensi bahaya.

5. Kesedaran Diri dan Kecerdasan Emosi (Self-awareness & Emotional Intelligence)

Memahami kekuatan dan kelemahan diri sendiri, serta mampu mengurus emosi peribadi dan orang lain. Andy Shenstone dari NEBOSH menyatakan bahawa latihan kepimpinan harus menyokong pembangunan kecerdasan emosi dan empati, yang membolehkan pengurus berkomunikasi dengan lebih baik tentang isu keselamatan dan kesejahteraan .

6. Kemahiran Membina Hubungan (Stakeholder Engagement)

Kebolehan membina jaringan kepercayaan dengan pelbagai pihak, dari pengurusan atasan sehingga kontraktor dan komuniti. Di NNPC Ltd, peranan Chief Relations Officer adalah untuk memastikan "orang yang tepat berada di sisi syarikat" melalui diplomasi dan pembinaan kepercayaan yang konsisten . Sebagai pengurus kilang, anda adalah "penghubung" antara matlamat pengurusan atasan dan realiti operasi bawahan.

7. Kepimpinan Transformatif (Transformational Leadership)

Keupayaan untuk menginspirasi pasukan melebihi kepentingan peribadi demi matlamat yang lebih besar (seperti "Zero Accident"). Kajian peringkat doktor falsafah di sektor petrokimia Arab Saudi mendapati bahawa amalan kepimpinan transformatif mempunyai hubungan rapat dengan tahap kepercayaan kognitif dan afektif dalam kalangan pekerja pelbagai budaya . Ini menunjukkan pemimpin yang boleh menginspirasi akan lebih dipercayai.

8. Kompetensi Teknikal (Technical Competence)

Kepercayaan sukar diperoleh jika pengurus tidak memahami apa yang diawasi. Pengetahuan teknikal yang kukuh membolehkan pengurus membuat keputusan tepat dan dihormati oleh anak buah. Jordan Boon memulakan kerjaya sebagai jurutera kimia dan menguasai setiap unit operasi sebelum menjadi superintenden, yang membantunya mendapat kepercayaan pasukan teknikal .

9. Penghapus Halangan (Barrier Removal)

Kemahiran untuk mengenal pasti dan menghapuskan birokrasi atau halangan yang menghalang pekerja melakukan tugas dengan selamat dan berkesan. Mark Lashier menekankan prinsip "simplicity" iaitu mengurangkan birokrasi agar pekerja dapat menjalankan tugas mereka. Selain itu, sebagai pemimpin, tugas utama adalah membantu orang lain berjaya dengan membuang halangan di hadapan mereka .

10. Menjadi "Budaya" Inklusif (Inclusivity)

Mewujudkan persekitaran di mana semua orang, tanpa mengira latar belakang atau jawatan, merasa termasuk dan dihormati. Jordan Boon menyatakan bahawa menjadi pembina budaya bermaksud memastikan semua orang merasa didengari, walaupun berlaku perbezaan pendapat. Apabila orang merasa dihargai, mereka akan menjadi pembina budaya yang setia .

11. Keberanian (Courage)

Berani untuk membuat keputusan sukar, mengakui kesilapan, dan mempertahankan kepentingan keselamatan walaupun ia mungkin tidak popular atau merugikan dari segi pengeluaran. Prinsip kepimpinan Bapco Energi yang pertama adalah "Berani" (Be Brave), yang menggalakkan pemimpin melaporkan keadaan tidak selamat tanpa rasa takut .

12. Kesabaran dan Kestabilan (Steadiness)

Kemampuan untuk kekal tenang dan stabil ketika berhadapan dengan situasi hectic atau kecemasan. Rob Dugan dari Marathon Petroleum memerhatikan Jordan Boon sebagai pemimpin yang "tenang dan stabil" dalam menangani situasi sukar. Beliau tidak hanya mengambil alih, tetapi "terjun ke samping anda" untuk menyelesaikan masalah bersama .

13. Refleksi dan Aplikasi

Untuk mengaplikasikan kemahiran ini, anda boleh mulakan dengan menjadi lebih "visible" di lapangan (management by walking around), mengamalkan konsistensi antara kata dan perbuatan, serta secara aktif meminta maklum balas tentang prestasi kepimpinan anda daripada kedua-dua pihak atasan dan bawahan.

Trust issue in petrochemical plant ; what need manager do?

As a manager in a high-risk petrochemical plant, gaining the trust of both superiors (top-down) and subordinates (bottom-up) requires a unique blend of technical, managerial, and interpersonal skills. Below is a structured list of these critical skills, followed by academic and industry references.

A. Skills to Gain Trust from Superiors (Top-Down)

Superiors prioritize predictability, compliance, and performance.

1. Technical Expertise: Deep understanding of chemical processes, process hazards, and safe operating limits to make informed decisions independently.
2. Risk Management: The ability to identify, analyze, and control operational risks, assuring superiors that major accident hazards are under control.
3. Integrity and Work Ethics: Zero tolerance for safety shortcuts and honest reporting of incidents, even when they involve personal mistakes.
4. Executive Communication: The skill to distill complex technical issues into concise, accurate reports for management, especially during plant trips or incidents.
5. Strategic Thinking: Balancing production targets with long-term asset integrity, energy efficiency, and regulatory compliance.
6. Reliability: Consistently meeting production targets safely and efficiently, building a track record of dependable performance.

B. Skills to Gain Trust from Subordinates (Bottom-Down)

Subordinates (operators, technicians) prioritize their personal safety, fair treatment, and guidance.

1. Situational Leadership: Providing clear direction during emergencies or turnarounds and being visible on the front line (Management By Walking Around).
2. Active Listening: Genuinely hearing operators' concerns about abnormal plant conditions or fatigue and taking follow-up action.
3. Safety as a Core Value: Demonstrating that worker safety is more important than production targets by empowering and supporting "Stop Work Authority."
4. Fairness and Consistency: Being impartial in shift assignments, disciplinary actions, and performance reviews.
5. Coaching and Mentoring: Helping subordinates understand the why behind procedures, fostering a learning culture rather than just enforcing rules.
6. Emotional Stability: Remaining calm and rational during high-risk or critical situations to prevent panic among the team.
7. Visibility: Regularly visiting the plant floor, engaging with operators, and showing empathy for the physical demands of their work.

C. Cross-functional Skills

1. Conflict Resolution: Managing tensions between departments (e.g., production vs. maintenance, engineers vs. operators).
2. Adaptability: Adjusting plans based on real-time changes in plant conditions (e.g., weather impacting cooling systems).
3. Stress Management: Maintaining focus and sound judgment in a high-pressure, high-noise, and high-risk environment.

References

1. Hofmann, D. A., & Stetzer, A. (1996). "A cross-level investigation of factors influencing unsafe behaviors and accidents." Personnel Psychology, 49(2), 307-339.
   · Relevance: Discusses how management integrity and safety priorities influence subordinate behavior and trust in high-risk industries.
2. Flin, R., & Yule, S. (2004). "Leadership for safety: industrial experience." Quality and Safety in Health Care, 13(suppl 2), ii45-ii51.
   · Relevance: Identifies key leadership behaviors (visibility, integrity, communication) that build trust and improve safety performance in industrial settings.
3. Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (7th ed.). Wiley.
   · Relevance: Foundational text on how leaders earn trust through modeling the way, inspiring a shared vision, and enabling others to act.
4. Center for Chemical Process Safety (CCPS). (2007). Guidelines for Risk Based Process Safety. Wiley-AIChE.
   · Relevance: Industry standard outlining how management commitment and communication are pillars of process safety, directly linking to trust and reliability.
5. Provan, D. J., Dekker, S. W., & Rae, A. J. (2017). "Bureaucracy, influence, and beliefs: A literature review of the factors shaping the role of a safety professional." Safety Science, 98, 98-112.
   · Relevance: Explores how technical expertise and integrity allow managers to act as trusted advisors (to superiors) and protectors (to subordinates).
6. Geller, E. S. (2001). "Ten leadership qualities for a total safety culture." Professional Safety, 46(5), 18.
   · Relevance: Outlines practical leadership traits like trustworthiness, communication, and empathy that are essential for safety managers.

By mastering these skills, a manager is perceived not merely as a boss, but as a leader capable of ensuring everyone returns home safely while achieving business targets.

Sunday, 8 March 2026

Jangan Undur: Setiap Cabaran Adalah Latihan Memimpin


Baru-baru ini isteri saya memaklumkan bahawa anak kami ingin melepaskan jawatannya sebagai pengawas sekolah. Dia kini di Tingkatan Lima dan bakal menghadapi peperiksaan SPM tahun ini. Tekanan yang dirasainya mungkin datang daripada kekecewaan kerana tidak mendapat keputusan 4.0 pada semester lepas. Peluang ganjaran lawatan ke luar negara yang ditawarkan oleh pihak sekolah juga terlepas.

Tahun sebelumnya dia berjaya mendapat ganjaran tersebut dan berpeluang melawat Batam, Indonesia. Kali ini, rasa kecewa dan tekanan membuatkan dia mahu melepaskan jawatan sebagai Timbalan Lembaga Disiplin Pelajar.

Saya memahami perasaan itu.

Sebelum ini saya pernah berpesan kepadanya: dalam hidup, kita perlu bersedia menghadapi ujian ketika apa yang kita inginkan tidak menjadi rezeki kita. Itulah latihan sebenar kehidupan. Di luar sana nanti, cabaran seperti ini akan datang berkali-kali.

Saya sendiri dahulu seorang yang agak introvert. Dari zaman kanak-kanak sehingga dewasa, saya lebih selesa bersendirian. Namun perjalanan hidup mengubah saya. Kini mungkin saya seorang ambivert — ada masa suka bersendirian, ada masa perlu bersosial.

Apabila saya pertama kali dilantik menjadi pengurus pada usia 27 tahun, cabaran yang saya hadapi sangat besar. Saya perlu menguruskan lebih 120 orang pekerja. Enam bulan pertama benar-benar menguji diri.

Salah satu cabaran terbesar datang daripada seorang pekerja bawahan yang jauh lebih berusia daripada saya. Ketika itu saya baru setahun jagung dalam industri, sedangkan beliau mempunyai hampir 15 tahun pengalaman. Disebabkan faktor usia dan pengalaman, beliau sering menguji kepimpinan saya. Ada arahan yang tidak diikuti, dan tekanan mula terasa.

Saya pernah mengadu kepada pihak atasan dan meminta tindakan dikenakan. Namun mereka melihat perkara itu dari sudut yang lebih luas dan tidak mengambil tindakan seperti yang saya harapkan.

Malam itu saya pulang ke rumah dan berfikir panjang.

Saya teringat pesan seorang bos:
“Jika kejuruteraan itu sains, pengurusan manusia juga satu sains — dan juga seni.”

Sejak saat itu saya mula mendalami ilmu pengurusan, komunikasi, kepimpinan dan kemahiran insaniah. Perjalanan itu tidak berlaku dalam sehari. Ia mengambil masa bertahun-tahun. Dari satu kilang ke kilang yang lain, dari satu syarikat ke syarikat yang lain.

Kini sudah lebih 21 tahun saya mengurus manusia.

Tekanan? Ya, memang banyak. Tetapi kerana keperluan kerjaya dan kehidupan, saya sentiasa mencari ilmu dan belajar daripada orang lain.

Saya mencari mentor — terutama pengurus kilang dan pengurus ladang yang lebih senior. Saya sering meminta nasihat dan pandangan mereka apabila berdepan masalah.

Saya pernah mempunyai seorang pembantu yang sangat berpengalaman. Walaupun sudah hampir umur pencen, beliau sentiasa tenang dan suka tersenyum. Setiap masalah yang saya bawa kepadanya pasti ada jalan penyelesaian. Dari situ saya belajar bahawa ketenangan dan pengalaman adalah kekuatan sebenar seorang pemimpin.

Saya juga pernah mengenali seorang pengurus ladang sawit yang sangat unik. Beliau mempunyai sense of humor yang tinggi dan kemahiran komunikasi yang luar biasa. Beliau mampu menyampaikan isu kepada pihak atasan dengan cara santai tetapi berkesan. Dari beliau saya belajar bahawa kepimpinan bukan sekadar bersuara lantang, tetapi bagaimana menyampaikan mesej dengan hikmah.

Sepanjang perjalanan ini, saya juga melakukan banyak kesilapan. Namun setiap kesilapan menjadi guru terbaik.

Menyedari pentingnya ilmu pengurusan, saya menyambung pengajian MBA pada tahun 2011 setelah menamatkan pelbagai peperiksaan profesional kejuruteraan. Pengajian itu membuka perspektif baharu tentang pengurusan organisasi, terutamanya dalam aspek Strategic Management dan komunikasi berkesan.

Selepas tamat MBA, saya ingin menguji kemampuan dalam persekitaran antarabangsa. Saya menyertai sebuah syarikat di mana pengurusan dan pekerjanya datang dari pelbagai negara. Ia sangat berbeza daripada pengalaman saya sebelum ini yang lebih tertumpu kepada organisasi tempatan.

Di situ saya belajar satu perkara penting:
Menguruskan orang bawahan mungkin mencabar, tetapi menguruskan pihak atasan sebenarnya jauh lebih sukar. Ia memerlukan kemahiran komunikasi, diplomasi dan kebijaksanaan yang lebih halus.

Hakikatnya, mengurus manusia memang sukar. Ia penuh tekanan, emosi dan kepelbagaian sikap. Tetapi jika kita sabar menimba ilmu, terus belajar dan berpegang kepada nilai agama serta teladan sirah Nabi Muhammad SAW, kepimpinan itu akhirnya menjadi satu perjalanan yang sangat bermakna.

Bukan semua orang diberi peluang untuk memimpin.

Kita dilahirkan di dunia ini sebagai khalifah. Maka tugas kita adalah berusaha menjadi pemimpin yang memberi manfaat dan diredhai Allah.

Semasa latihan PALAPES dahulu, motto kami ialah:

“Sentiasa Memimpin.”

Itulah prinsip yang membentuk saya hingga hari ini.

Dan kepada anak saya, pesanan saya hanya satu:

Jangan undur ke belakang.
Ambil setiap cabaran sebagai latihan untuk memimpin.
Perjalanan hidup masih panjang.
Banyak lagi ujian yang akan datang.

Anggaplah semua ini sebagai persediaan untuk sesuatu yang lebih besar pada masa hadapan.

#KembaraInsan
#SentiasaMemimpin
#LeadershipJourney
#BelajarSepanjangHayat
#DidikanKehidupan
#InspirasiAnak
#PengurusanManusia
#LifeLessons
#MotivasiKehidupan

Do Not Step Back: Every Challenge Is Training for Leadership

Recently my wife informed me that our child is considering stepping down from a role as a school prefect. This year is an important year, as the SPM examination awaits. The pressure is real, and perhaps the disappointment of not achieving a 4.0 pointer last semester has weighed heavily on the mind. Because of that result, the reward offered by the school — an overseas educational trip — slipped away.

Last year, there was an opportunity to travel to Batam, Indonesia as part of that reward. This year, missing that opportunity has brought disappointment and pressure, leading to the thought of letting go of the responsibility as Deputy Head of the Student Discipline Board.

As a father, I understand that feeling.

Before this, I reminded my child that in life we must be prepared to face tests when what we hope for is not written as our sustenance. These moments are part of life’s training. In the real world ahead, similar challenges will appear again and again.

I myself was once someone who did not enjoy social interaction very much. From childhood until adulthood, I leaned strongly toward being an introvert. Over time, however, life shaped me differently. Today, I may be closer to an ambivert — sometimes enjoying solitude, and sometimes embracing social interaction.

When I was first appointed as a manager at the age of 27, the challenge was immense. I was responsible for managing more than 120 employees. The first six months were particularly testing.

One of the biggest challenges came from a subordinate who was much older than me. At that time, I was still very new in the industry, while he had nearly 15 years of experience. Because of the age and experience gap, he often tested my leadership. Some of my instructions were not followed, and the pressure slowly built up.

I once brought the matter to my superiors and requested disciplinary action. However, they chose to see the issue from a broader perspective and did not respond in the way I expected.

That evening, I returned home and reflected deeply.

I remembered something one of my bosses once told me:
“If engineering is a science, management is also a science — and an art.”

From that moment on, I began to immerse myself in the study of management, communication, leadership, and soft skills. It did not happen overnight. It took years. From one factory to another, from one company to the next.

Today, it has been more than 21 years of managing people.

Pressure? Of course. There has been plenty of it. But because of career demands and personal growth, I constantly searched for knowledge and guidance.

I sought mentors — especially senior factory managers and plantation managers. Whenever I faced difficult issues, I would consult them and ask for advice.

At one point, I had an assistant who was extremely experienced. He was already near retirement age, yet he always carried a calm smile. No matter what problem I presented, he would always offer a thoughtful solution. Observing him taught me that calmness and experience are powerful leadership traits.

I also once worked with a senior plantation manager who had a very unique personality. He possessed a remarkable sense of humor and outstanding communication skills. He could present issues to upper management in a relaxed yet effective way. From him, I learned that leadership is not just about being outspoken, but about delivering messages with wisdom and timing.

Throughout this journey, I have made many mistakes. But every mistake became a lesson.

Recognizing the importance of management knowledge, I decided to pursue a Master of Business Administration in 2011 after completing several professional engineering certifications. The MBA exposed me to new perspectives on managing organizations, especially in areas such as Strategic Management and effective communication.

After completing my MBA, I wanted to test my abilities in an international environment. I joined a company where both the management and employees came from different countries. It was very different from my previous decade of experience working within local organizations.

There, I learned another important truth:
Managing subordinates can be challenging, but managing those above you can be even more complex. It requires diplomacy, communication skills, and maturity that only experience can develop.

The truth is, managing people is never easy. It involves emotions, personalities, attitudes, and diverse perspectives. It requires patience, continuous learning, resilience, and guidance from faith — especially the examples found in the life of Prophet Muhammad (peace be upon him).

Yet when we begin to understand it, leadership becomes something deeply meaningful.

Not everyone is given the opportunity to lead.

We were created as stewards on this earth, and it is our responsibility to strive to become leaders who bring benefit and earn the pleasure of Allah.

During my PALAPES training days, our motto was simple:

“Always Lead.”

That principle continues to shape who I am today.

And to my child, my message is this:

Do not step back.
Treat every challenge as training for leadership.
Your journey is still long, and many challenges lie ahead.

See them not as obstacles, but as preparation for something greater in the future.

#KembaraInsan
#AlwaysLead
#LeadershipJourney
#LifeLessons
#LearningNeverStops
#FutureLeaders
#CharacterBuilding
#ParentingReflections
#LeadershipMatters

Sunday, 4 January 2026

Psychological Safety – Aristotle Project (Google)

Psychological Safety – Aristotle Project (Google)

1. Apa itu Project Aristotle?
Project Aristotle ialah kajian dalaman Google (±2012–2015) untuk menjawab soalan mudah tapi besar:

“Apa yang buat satu pasukan jadi hebat?”

Mereka kaji 180+ pasukan, data prestasi, personaliti ahli, struktur, senioriti — tapi bukan faktor itu yang paling penting.


2. Penemuan paling penting

Google jumpa 5 faktor utama pasukan berprestasi tinggi, dan #1 ialah Psychological Safety.

Ranking Faktor (ikut kepentingan):

  1. Psychological Safety
  2. Dependability (boleh harap)
  3. Structure & Clarity
  4. Meaning (kerja ada makna)
  5. Impact (kerja beri kesan)

3. Apa maksud Psychological Safety?

Psychological Safety = rasa selamat untuk bersuara tanpa takut dihukum.

Dalam pasukan yang selamat secara psikologi:

  • Boleh bertanya soalan bodoh
  • Boleh mengaku silap
  • Boleh tidak setuju dengan bos
  • Boleh beri idea pelik / belum matang
  • Tak takut dipermalukan, dipinggirkan atau “dibunuh karakter”

👉 Bukan bermaksud semua orang lembut, setuju atau tiada konflik
👉 Ia bermaksud konflik sihat tanpa takut


4. Kenapa Google panggil “Aristotle”?

Merujuk Aristotle:

“The whole is greater than the sum of its parts.”

Pasukan hebat bukan sebab orang paling bijak,
tapi cara mereka berinteraksi.


5. Contoh pasukan TANPA psychological safety

  • Meeting sunyi
  • Idea datang dari orang sama
  • Orang diam walaupun nampak masalah
  • Kesilapan disorok
  • Bos sentiasa betul

👉 Nampak “kemas”, tapi prestasi sebenar rendah


6. Contoh pasukan DENGAN psychological safety

  • Orang junior berani bersuara
  • Silap dijadikan pelajaran, bukan hukuman
  • Perbincangan aktif
  • Idea banyak & inovatif
  • Prestasi jangka panjang tinggi

7. Peranan pemimpin (sangat kritikal)

Psychological safety tak datang sendiri. Ia dibina oleh pemimpin.

Amalan pemimpin yang betul:

  • Akui “Saya pun boleh silap”
  • Tanya soalan terbuka
  • Jangan potong idea awal
  • Fokus pada isu, bukan orang
  • Puji keberanian bersuara, walaupun idea tak dipakai

8. Ayat-ayat pemimpin yang MEMBUNUH safety

❌ “Kenapa benda ni pun tak tahu?”
❌ “Dulu saya dah cakap”
❌ “Jangan lawan keputusan”
❌ “Ikut je SOP”


9. Ayat yang MEMBINA safety

✅ “Apa yang saya terlepas pandang?”
✅ “Ada pandangan lain?”
✅ “Terima kasih sebab berterus terang”
✅ “Mari kita belajar dari kesilapan ni”


10. Ringkas tapi padu

Pasukan hebat bukan sebab tiada silap,
tapi sebab berani bercakap sebelum silap jadi besar.

#anekdotkerjaya

Sunday, 10 April 2022

Tuesday, 4 February 2014

Post 4 : Domestic Inquiry Record, Proceedings, Roles of witness, Prosecuting Officer

Domestic Inquiry – Record of Proceedings.  
The Industrial Court in making its comments on the records of proceeding made reference to Malhotra’s “Law of Industrial Disputes” Second Edition, Volume II, para 2 stating the following: 

“The whole object of holding a Domestic Inquiry against a delinquent workman is to enable the Inquiry Officer to decide upon the merits of the dispute before him and such Inquiries must conform to the basic requirements of natural justice and one of the essential requisites of a proceeding of this character is that when the inquiry is over the officer must consider the evidence and record his conclusions and reasons therefore.

A mere form of inquiry would not satisfy the requirements of industrial law and protect the disciplinary action taken by the employer from challenge. It would therefore, be wholly misconceived to think that once evidence is recorded, all that the employer is expected to do is to pass an order for dismissal which impliedly indicates that the employer accepted the view that the charges framed against the employee have been proved.”

 In the words of Gajendragadkar J., “if industrial adjudication attaches importance to the domestic inquiries and the conclusion reached at the end of such inquiries that necessarily postulates that the inquiry would be followed by a statement contain in the conclusion of the Inquiry Officer…..” On page 674 of the same book, 3rd line from the top reads ……. “The failure of the Inquiry Officer to record his findings and conclusions at the end of the inquiry would, therefore, constitute a serious infirmity in the inquiry itself which would render the inquiry invalid and the Tribunal would be justified to ignore the inquiry.” REF; AWARD NO 19/77 9FRASER & NEAVE (M) SDN. BHD. VS NATIONAL UNION OF DRINK MANUFACTURING INDUSTRIAL WORKERS).

 The Panel of Inquiry is therefore expected to deliberate on the facts and evidence adduced during the inquiry in order to submit a concise report to the appropriate authority in the Company to facilitate decision making. As a guide for the panel in preparing the report of inquiry the following factors should be observed: 
  1. The report should be based on the documentary and oral evidence produced before the panel.
  2. There should not be any assumption on any issues which are not presented during the inquiry.
  3. Any points of agreements and disagreements among the panel members should be recorded and the reasons for such agreements or disagreement assigned.
  4. The report should be clear and precise.
The report of the domestic inquiry consists of the following: 
  1. The Charge (es).
  2. The facts of the case.
  3. The concise summary of the company’s case.
  4. The concise summary of the employee’s case.
  5. Points for determination in the inquiry. This must be clear and specific.
  6. Mitigating factors, if any.
  7. The findings by the panel.
  8. Recommendation of the panel.
Domestic Inquiry Proceedings.  
  1. Panel sits at the appointed time and venue to commence the inquiry.
  2. The Chairman introduces the panel members to the defendant. Challenges or objections if any to be recorded.
  3. Confirmation of the witnesses by parties, choice of common language as well as the representation for the defendant.
  4. The Chairman reads and explains the charges to the defendant.
  5. Records the plea of the defendant.
  6. If the defendant pleads guilty, the Chairman will repeat the charges and explain the consequences of the offence and confirm the plea again. Both parties will be required to submit their cases to reinforce or to mitigate.
  7. If the defendant pleads not guilty, the process continues.
  8. Prosecuting Officer presents his case and witnesses. Witnesses will be asked to relate their knowledge of the  case to the panel through questioning process by Prosecuting Officer. The panel members may intervene to clarify.
  9. Upon completion of the questioning, the defendant is given the opportunity to cross-examine the witness.
  10. The Prosecuting Officer will then be given the opportunity to re-examine his witness.
  11. This process is repeated for every witness that is brought in front of the panel.
  12. The witnesses of the defendant will go through the same process where the Defendant will conduct his questioning first, followed by the Prosecuting Officer in his cross-examination.
  13. After all the witnesses and evidence has been put forward to the panel, both parties will be asked to make their submission of the case. All the facts and evidence of the case will be summarised at this step.
  14. The Chairman will then close the inquiry and release the parties.
  15. The panel will deliberate on the case and prepare its findings and recommendations for submission to the appropriate authority as required by the notice of the inquiry.
  16. The appropriate authority will make the final decision based on the findings and recommendations of the panel. The defendant will then be informed of the decision in writing.

Domestic Inquiry – The Role of the Witnesses.  The role for both the employer and the alleged employee would testify during the inquiry by answering the questions as directed to them. They should state what they personally saw, or know about the case. They should not fabricate evidence for whatever reason. Their role is to tell the truth. 

Domestic Inquiry – The Role of the Alleged Employee  
  • To be present in front of the Panel of Inquiry to defend himself.
  • If he is represented by his union official, to allow him to question the witnesses.
  • If he is not represented, to question the prosecution witnesses during cross-examination.
  • To produce his witnesses in front of the Panel of Inquiry to defend himself.
  • To make his submission at the close of the inquiry as his final defence.
It is to be noted that, should the alleged employee be absent or fail to attend the domestic Inquiry after being duly informed, without any reasonable excuse, the inquiry may proceed without him. Such an inquiry is allowable and referred to as ex-parte inquiry.

Domestic Inquiry – The Role of the Prosecuting Officer  
  • To submit his case to the Chairman.
  • To produce his witnesses in front of the panel and submit evidence therefrom.
  • To summit exhibits for the case.
  • To allow his witnesses to be cross-examined by the alleged employee or his union official.
  • To cross-examine witnesses produced by the alleged employee.
  • To make his submission at the close of the inquiry as allowed by the Chairman.
 The union official representing the alleged employee will assume the role similar to that of the Prosecuting Officer, except that his role is to represent the alleged employee in making his defence.

Ref:

Monday, 12 November 2012

Integrity

From Wikipedia,

Integrity is a concept of consistency of actions, values, methods, measures, principles, expectations, and outcomes. In ethics, integrity is regarded as the honesty and truthfulness or accuracy of one's actions. Integrity can be regarded as the opposite of hypocrisy, in that it regards internal consistency as a virtue, and suggests that parties holding apparently conflicting values should account for the discrepancy or alter their beliefs. The word "integrity" stems from the Latin adjective integer (whole, complete).

In this context, integrity is the inner sense of "wholeness" deriving from qualities such as honesty and consistency of character. As such, one may judge that others "have integrity" to the extent that they act according to the values, beliefs and principles they claim to hold. 

A value system's abstraction depth and range of applicable interaction may also function as significant factors in identifying integrity due to their congruence or lack of congruence with observation. A value system may evolve over time while retaining integrity if those who espouse the values account for and resolve inconsistencies.