tag:blogger.com,1999:blog-46416744739238058212024-03-12T19:46:50.319-07:00plain ideas for improving IndonesiaRudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.comBlogger58125tag:blogger.com,1999:blog-4641674473923805821.post-58478043602461121652019-11-11T05:31:00.001-08:002019-11-11T05:31:30.325-08:00Meningkatkan Maturitas SPIP Melalui Pengelolaan Risiko yang Berorientasi pada Pencapaian Tujuan Stratejik Organisasi<div dir="ltr" style="text-align: left;" trbidi="on">
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Risiko (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">risk</span>) telah menjadi <span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">term</span> baru yang begitu populer. Namun, sebenarnya risiko telah sejak lama menjadi perhatian disiplin kesehatan dan keselamatan (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">health and safety</span>).</div>
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Belakangan ini, ia telah menjadi perhatian disiplin akuntansi dan keuangan. Sebagai contoh, di disiplin akuntansi, risiko kini bukan hanya fokus pada laporan keuangan (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">financial reports</span>), tetapi sudah menjadi bagian penting sistem organisasi (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">organisational system</span>).</div>
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Ringkasnya, risiko telah mendorong munculnya cara baru dalam tata-kelola organisasi (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">organisational governance</span>) di sektor swasta dan publik.</div>
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Dari segi tata-kelola organisasi, risiko kini mesti diidentifikasi, dinilai, diberi perlakuan, dan dipantau. Selain itu, risiko juga mesti dilihat sampai dengan aspek pengendalian internal (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">internal controls</span>), yaitu dengan melihat efektivitasnya (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">internal control effectiveness</span>) dalam mengelola risiko (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">risk management</span>).</div>
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Di dunia internasional, kini juga telah muncul berbagai regulasi berbasis risiko. Regulasi ini adalah mekanisme pengendalian internal yang ketat. Sebagai contoh, kita telah melihat munculnya Sarbanes-Oxley Act di Amerika Serikat, Corporate Governance Code di the United Kingdom, kesepakatan Basel di lingkungan perbankan, rerangka kerja (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">framework</span>) COSO, dan standar internasional ISO 31000.</div>
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Selanjutnya, karena pengendalian internal sangat penting untuk mengelola risiko, keterkaitan antara risiko, pengelolaan risiko, dan pengendalian internal menjadi sangat penting untuk diperhatikan.</div>
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Berbagai aspek tersebut telah menjadi suatu bagian penting kehidupan organisasi (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">organisational life</span>). Mereka ini telah mengubah jalur tanggung-jawab dan akuntabilitas serta bagaimana individu-individu dan aktivitas-aktivitas organisasi ditatakelolakan.</div>
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<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-weight: 700; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Efek Negatif Risiko</span></div>
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Sayangnya, walaupun telah menjadi bagian penting tata-kelola organisasi, ternyata penyerapan (pengadopsian) konsep risiko di berbagai organisasi telah memberikan efek negatif (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">side-effects</span>).</div>
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Dalam berbagai literatur, efek negatif ini terkait dengan aspek kepercayaan (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">trust</span>), akuntabilitas, dan pengelolaan risiko yang defensif. Sebagai contoh, sebuah editorial yang ditulis oleh Soin dan Collier (2013) di <span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Management Accounting Research</span> mengungkapkan bahwa penyerapan risiko kini telah mengurangi rasa keterikatan antar-organisasi yang dulunya banyak dibangun berbasis kepercayaan.</div>
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Kini, ikatan antar-organisasi lebih mempertimbangkan risiko. Sebagai contoh, sebuah rasa keterikatan akan muncul jika risiko keterikatan tersebut dipandang rendah.</div>
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Akuntabilitas telah memunculkan mental ketaatan (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">compliance mentality</span>) dan ketakutan (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">fear</span>). Hal ini ditandai dengan kecenderungan banyak pihak untuk menghindari diri untuk disalahkan (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">blame avoidance</span>) atas kebijakannya.</div>
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Akhirnya, kini banyak pihak yang sekadar menjadi ‘pemain aman (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">safety players</span>)’ daripada berorientasi kinerja (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">performance-oriented</span>). Padahal, mereka itu telah memperoleh pembayaran tunjangan kinerja (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">performance rewards</span>) yang cukup besar.</div>
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Selanjutnya, pengelolaan risiko yang defensif telah tampak nyata dengan adanya berbagai register risiko (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">risk register</span>), peta risiko (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">risk map</span>), dan sistem pengelolaan risiko organisasi (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">enterprise risk management</span> atau<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"> ERM systems</span>).</div>
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Berbagai organisasi kini telah mengalokasikan sumber daya yang besar untuk kepentingan pengelolaan risiko tanpa peduli apakah pengelolaan risiko mereka telah membantu pencapaian tujuan stratejik organisasi (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">organisational strategic objectives</span>).</div>
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<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-weight: 700; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Konsep Risiko dalam Pengendalian Internal di Indonesia</span></div>
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Di Indonesia, kita juga bisa melihat bahwa risiko sudah tidak bisa lagi dilepaskan dalam kehidupan organisasi. Dari mulai perencanaan, kita telah mengenal perencanaan berbasis risiko (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">risk-based planning</span>). Dari segi pengawasan, kita mengenal pengawasan berbasis risiko (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">risk-based audit</span>).</div>
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Di Indonesia, kita juga telah mengenal konsep risiko sebagai unsur kedua dari sistem pengendalian internal pemerintah (SPIP). Pada unsur kedua ini, organisasi sektor publik mesti menerapkan ‘penilaian risiko (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">risk assessment</span>)’.</div>
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Idealnya, setelah para pihak di suatu organisasi sektor publik menetapkan tujuan stratejik organisasi, mereka mesti mengidentifikasi risiko yang terkait dengan pencapaian tujuan stratejik tersebut. Kemudian, mereka menganalisis risiko tersebut dengan melihat kemungkinan (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">probability</span>) dan dampaknya (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">impact</span>).</div>
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Memang, sekilas risiko menjadi hal yang sederhana jika dilihat dari konsep SPIP. Namun, tidak demikian halnya ketika kita melihat praktiknya. Sebab, pada praktiknya, masih banyak pihak yang sebenarnya kesulitan memahami perbedaan ‘masalah’ dan ‘risiko’</div>
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<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-weight: 700; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Perbedaan Masalah dan Risiko </span></div>
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Untuk memahami risiko, seseorang mesti berorientasi ke masa depan (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">ex-ante</span>) daripada masa lalu (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">ex-post</span>). Berbeda dengan masalah, risiko adalah suatu ketidakpastian (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">uncertainty</span>) yang <span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">mungkin</span>memberikan efek negatif atau positif ke pencapaian tujuan stratejik organisasi. Sementara itu, masalah adalah sesuatu yang memang sudah jelas akan mengganggu pencapaian tujuan stratejik organisasi.</div>
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Mari kita lihat contoh yang jelas perbedaan masalah dan risiko. Masalah adalah ketika kita memberikan pernyataan: “Kita tidak mempunyai sumber daya yang cukup untuk pergi ke bulan dan hal ini akan menunda waktu kita ke bulan selama satu minggu.” Di sisi lain, risiko adalah ketika kita memberikan pernyataan: “Kita <span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">kemungkinan</span> tidak mempunyai sumber daya yang cukup untuk pergi ke bulan dan <span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">kemungkinan</span> hal ini akan menunda waktu kita ke bulan selama satu minggu.”</div>
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Di saat yang sama, kita mendengar bahwa ternyata penerapan SPIP dirasakan belum begitu berhasil di Indonesia karena unsur penilaian risiko tersebut.</div>
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Sampai saat ini, unsur penilaian risiko ini masih dianggap yang paling lemah penerapannya di organisasi sektor publik Indonesia dibandingkan empat unsur lain di SPIP yang ditandai dengan ukuran maturitas SPIP.</div>
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Memang, berbagai upaya telah dilakukan agar organisasi sektor publik di Indonesia dapat meningkatkan keberhasilan penerapan unsur penilaian risiko tersebut. Salah satunya adalah mengenalkan konsep pengelolaan risiko ke organisasi sektor publik di Indonesia.</div>
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<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-weight: 700; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Perbedaan Penilaian Risiko dan Pengelolaan Risiko</span></div>
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Banyak pihak yang terlihat masih kesulitan membedakan ‘penilaian risiko’ dengan ‘pengelolaan risiko’. Mereka banyak yang terperangkap bahwa penilaian risiko dan pengelolaan risiko adalah suatu hal yang sama.</div>
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Padahal, untuk dapat membedakannya, kita mesti melihat perbedaan pelaku utama keduanya, yaitu ‘penilai risiko’ dan ‘pengelola risiko’. Penilai risiko pada dasarnya memberikan nasehat independen yang berbasis keilmuan terkait ancaman potensial. Sementara itu, pengelola risiko menggunakan nasehat ini untuk mengambil keputusan dalam menyikapi ancaman potensial ini.</div>
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Sayangnya lagi, walaupun pengelolaan risiko sudah dikenal di Indonesia, pada praktiknya pengelolaan risiko ini masih difokuskan pada aspek ketaatan dan keberadaan dokumentasi, seperti register risiko dan peta risiko.</div>
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Karenanya, masih sedikit pihak yang melihat pentingnya pengelolaan risiko untuk pencapaian tujuan stratejik organisasi. Akhirnya, alih-alih pengelolaan risiko digunakan untuk pembelajaran dua-arah (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">two-way learning</span>), pengelolaan risiko di organisasi sektor publik Indonesia masih dipraktikkan sebagai pembelajaran satu arah (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">one-way learning</span>).</div>
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Hal itu ditandai dengan praktik pengelolaan risiko di Indonesia yang dominan adalah untuk kepentingan diagnosis daripada digunakan secara interaktif.</div>
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Karenanya, menjadi penting bagi kita untuk memberikan kesadaran bahwa jika kita ingin meningkatkan keberhasilan penerapan unsur penilaian risiko di Indonesia melalui pengelolaan risiko, maka kita mesti mengembalikan fungsi dasar pengelolaan risiko (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">back to basic</span>), yaitu pengelolaan risiko adalah untuk pencapaian tujuan stratejik organisasi dan bukan sekadar untuk melihat ketaatan pada peraturan dan pendokumentasian.</div>
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<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-weight: 700; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Peran Penting Auditor</span></div>
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Pengembalian fungsi dasar pengelolaan risiko tersebut dapat dicapai jika para auditor di sektor publik Indonesia memahami dengan tepat prinsip dasar pengelolaan risiko adalah untuk memastikan pencapaian tujuan stratejik organisasi (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">to assure</span> <span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">the achievement of organisational strategic objectives</span>) dan bukan pengelolaan risiko menjadi tujuan tersendiri.</div>
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Karenanya, pertanyaan pentingnya adalah: Bagaimana peran auditor sektor publik di Indonesia agar mereka dapat memastikan bahwa pengelolaan risiko di organisasi sektor publik Indonesia adalah untuk pencapaian tujuan stratejik organisasi?</div>
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Cara yang paling mudah adalah para auditor tidak bisa lagi sekadar datang sesaat ke suatu organisasi sektor publik untuk menilai risiko. Jika itu mereka lakukan, peran mereka tidak berbeda dengan peran para penilai risiko.</div>
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Para auditor sektor publik mesti berperan memastikan bahwa pengelolaan risiko di suatu organisasi sektor publik adalah untuk pencapaian tujuan stratejik organisasi. Karena itu, pertama, para auditor itu mesti memahami terlebih dahulu tujuan stratejik organisasi suatu organisasi sektor publik.</div>
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Kemudian, kedua, mereka mesti melihat risiko-risiko dalam pencapaian tujuan stratejik tersebut. Selanjutnya, ketiga, mereka mesti memikirkan pengendalian-pengendalian yang mesti didesain agar risiko-risiko tersebut dapat dikendalikan agar nantinya proses pencapaian tujuan stratejik organisasi berjalan dengan baik.</div>
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Namun, auditor tidak bisa sekadar merancang pengendalian-pengendalian dan kemudian begitu saja menyerahkan implementasi rancangan tersebut ke para pihak di suatu organisasi sektor publik. Sebab, tujuan stratejik, strategi, dan tingkat ketidakpastian (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">level of uncertainty</span>) lingkungan suatu organisasi sektor publik akan berubah seiring dengan perubahan waktu (lihat Gambar).</div>
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<img alt="" class="size-full wp-image-6378 aligncenter" data-attachment-id="6378" data-comments-opened="1" data-image-description="" data-image-meta="{"aperture":"0","credit":"","camera":"","caption":"","created_timestamp":"0","copyright":"","focal_length":"0","iso":"0","shutter_speed":"0","title":"","orientation":"0"}" data-image-title="Risk" data-large-file="https://i2.wp.com/birokratmenulis.org/wp-content/uploads/2018/12/Risk.jpg?fit=401%2C314" data-medium-file="https://i2.wp.com/birokratmenulis.org/wp-content/uploads/2018/12/Risk.jpg?fit=300%2C235" data-orig-file="https://i2.wp.com/birokratmenulis.org/wp-content/uploads/2018/12/Risk.jpg?fit=401%2C314" data-orig-size="401,314" data-permalink="http://birokratmenulis.org/meningkatkan-maturitas-spip-melalui-pengelolaan-risiko-yang-berorientasi-pada-pencapaian-tujuan-stratejik-organisasi/risk/" height="314" sizes="(max-width: 401px) 100vw, 401px" src="https://i2.wp.com/birokratmenulis.org/wp-content/uploads/2018/12/Risk.jpg?resize=401%2C314" srcset="https://i2.wp.com/birokratmenulis.org/wp-content/uploads/2018/12/Risk.jpg?w=401 401w, https://i2.wp.com/birokratmenulis.org/wp-content/uploads/2018/12/Risk.jpg?resize=300%2C235 300w, https://i2.wp.com/birokratmenulis.org/wp-content/uploads/2018/12/Risk.jpg?resize=400%2C314 400w" style="background-position: 0px 0px; border: 0px; box-sizing: border-box; display: block; height: auto; margin: 0px auto; max-width: 100%; outline: 0px; padding: 0px; vertical-align: baseline;" width="401" /></div>
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<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Gambar.</span> <span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Hubungan Tingkat Ketidakpastian, Tujuan Stratejik Organisasi, Risiko, dan Pengendalian-Pengendalian.</span> Sumber: IFAC (2015), From Bolt-On to Built-In: Managing Risk as an Integral Part of Managing an Organization, New York: International Federation of Accountants.</h6>
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Di sisi lain, proses penentuan tujuan stratejik dan pencapaian tujuan stratejik biasanya dikelola pada beberapa siklus perencanaan dan pengendalian (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">planning and control cycle</span>) yang saling terkait, yang disimbolkan oleh PACD di Gambar.</div>
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Berbagai siklus ini mempunyai karakteristik yang berbeda sesuai dengan waktu dan perubahan lingkungan. Biasanya, pada awalnya, organisasi sektor publik akan memiliki tingkat ketidakpastian yang tinggi ketika merancang strategi untuk mencapai tujuan stratejiknya. Karenanya, siklus perencanaan dan pengendaliannya pada awalnya juga lebih luas dan biasanya dikelola pada tingkat stratejik (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">strategic level</span>).</div>
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Namun, organisasi sektor publik akan menyesuaikan strategi lima tahunannya sesuai dengan tujuan stratejik yang diperbaharui. Seiring dengan waktu itu juga, tingkat ketidakpastian lingkungan akan semakin menurun yang kemudian siklus perencanaan dan pengendalian akan dikelola pada tingkat taktikal (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">tactical level</span>) dan kemudian tingkat operasional (<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-style: italic; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">operational level</span>).</div>
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Perubahan di atas akan terjadi pada risiko-risiko yang mesti diantisipasi organisasi beserta pengendaliannya. Risiko-risiko tersebut akan berubah seiring dengan perubahan waktu.</div>
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Karena itulah, para auditor sektor publik di Indonesia mesti terus memastikan bahwa rancangan pengendalian-pengendalian juga mengikuti perubahan risiko-risiko tersebut.</div>
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<span style="background-position: 0px 0px; border: 0px; box-sizing: border-box; font-weight: 700; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Epilog</span></div>
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Risiko, pengelolaan risiko, dan pengendalian internal adalah aspek-aspek yang saling berkait dan telah menjadi bagian kehidupan organisasi. Di sisi lain, Indonesia telah menerapkan SPIP di organisasi sektor publik. Namun, dapat dikatakan bahwa unsur kedua penilaian risiko di SPIP masih gagal diterapkan di organisasi sektor publik Indonesia.</div>
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Agar unsur penilaian risiko lebih berhasil diterapkan, konsep pengelolaan risiko telah dikenalkan di organisasi sektor publik Indonesia. Namun, pengelolaan risiko ini juga akan gagal meningkatkan keberhasilan penerapan unsur penilaian risiko di organisasi sektor publik Indonesia jika para auditor sektor publik tidak memahami bahwa prinsip dasar pengelolaan risiko adalah untuk pencapaian tujuan stratejik organisasi.</div>
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Karena itu, unsur penilaian risiko akan semakin berhasil diterapkan jika para auditor terlibat terus menerus mengikuti perubahan tujuan stratejik organisasi, strateginya, dan risiko-risikonya, termasuk merancang pengendalian-pengendalian yang mengikuti perubahan tersebut.***</div>
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Miror dari http://birokratmenulis.org/meningkatkan-maturitas-spip-melalui-pengelolaan-risiko-yang-berorientasi-pada-pencapaian-tujuan-stratejik-organisasi/</div>
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<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-18687302783197892412017-04-28T21:39:00.001-07:002017-04-28T21:57:16.379-07:00The challenge after the Indonesia local elections<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="color: #1a1a1a; font-family: amiko, sans-serif;"><span style="font-size: 19px;">SHAPING THE PERFORMANCE ACCOUNTABILITY OF ELECTED POLITICAL LEADERS IS KEY, WRITES RUDY M. HARAHAP.</span></span><br />
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In the post-Suharto era, Indonesia has undertaken radical public sector reform. Following advice from international donor agencies, such as the World Bank and International Monetary Fund (IMF), Indonesia has decentralised government business. Central government now shares some of its power with local governments.</div>
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To enhance managerial accountability, each local government has produced an independent financial report as practiced in subsidiary companies of a private sector organisation. Indonesia has also popularised direct democracy as practiced in Western countries to select political leaders at central and local government levels. Some scholars have defined these changes as a ‘big bang’ reform.</div>
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To provide better public services, changing the behaviour of public sector officials has been a popular undertaking for elected political leaders. When Jokowi was elected as Jakarta’s governor, for instance, this was one of his priorities during his first months in office. He introduced an ‘open bidding’ system to select new and replace existing managerial employees. He also promoted transparent procurement processes through an electronic system. Moreover, he published local government budgets and spending so citizens could participate in monitoring public expenditure. Jokowi and his vice governor Basuki had the courage to cut ‘hidden’ budgets that were used to serve the interest of local parliament members (DPRD).</div>
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To win voters over in the recent simultaneous local elections (<em style="box-sizing: border-box; margin: 0px; outline: 0px; padding: 0px;">Pilkada Serentak</em>), candidates framed better public service as a key agenda of their political campaign. We can see this approach, for example, in the Jakarta local election. In the education sector Agus stressed the need of welfare for teachers; Basuki said that <em style="box-sizing: border-box; margin: 0px; outline: 0px; padding: 0px;">Kartu Jakarta Pintar</em> (KJP) was useful to help poor people; and Anies promised to give more funds to education (not only what is provided in the KJP, but to subside transportation costs for poor students). To handle housing problems, Basuki promised to give more apartments (<em style="box-sizing: border-box; margin: 0px; outline: 0px; padding: 0px;">rumah susun</em>) for poor people, while Anies promoted zero down payments for buying new houses.</div>
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In respect to the Jakarta election, <a href="http://www.newmandala.org/interpreting-jakarta-election/" style="box-sizing: border-box; color: #333333; margin: 0px; outline: 0px; padding: 0px;">Edward Aspinall</a> has revealed that voters mostly put performance of their leaders above religious and ethnic considerations. This would seem to paint an optimistic picture in respect to the progress of reform and democracy in Indonesia.</div>
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Unfortunately, commentators and scholars pay less attention to whether politicians deliver on the promises made during their political campaigns. For example, along with promising to develop more public infrastructure, in 2014 Jokowi also promised to reduce corruption practices. The jury is still out on whether he has succeeded with this.</div>
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Data also indicates that there is a slow progress in recent reform. For example, although Indonesia under Jokowi’s administration now has a better score on the <a href="http://www.transparency.org/news/feature/corruption_perceptions_index_2016" style="box-sizing: border-box; color: #333333; margin: 0px; outline: 0px; padding: 0px;">corruption perception index </a>(CPI), the score is not substantially difference from 2015 (that is, it has only changed from 36 in 2015 to 37 in 2016). <a href="http://www.indonesia-investments.com/id/news/todays-headlines/wef-competitiveness-report-2016-2017-indonesia-falls-to-41st/item7229" style="box-sizing: border-box; color: #333333; margin: 0px; outline: 0px; padding: 0px;">Indonesia’s global competitive index </a>has also decreased to number 41, compared to 55 in 2009 during the SBY administration. The <a href="http://nasional.indopos.co.id/read/2017/01/25/84505/Tahun-ini-Hasil-Evaluasi-SAKIP-KabupatenKota-Alami-Peningkatan" style="box-sizing: border-box; color: #333333; margin: 0px; outline: 0px; padding: 0px;">performance accountability management score </a>(LAKIP) of local governments on average is still 49.87 (that is, not sufficient).</div>
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To assess the performance of elected political leaders, the national parliament (DPR) has produced a national planning law. Within this law, elected political leaders (the president, governors, and majors) have to formalise the political agendas promised in their political campaign as a five-year plan.</div>
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In the plans, elected political leaders have to declare clearly their objectives, strategies, key performance indicators, and key performance targets while in power. Sadly, few politicians, in both the national and local parliaments, have any interest or capacity to question whether the elected political leaders have fulfilled the goals promised in their performance plans.</div>
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Without interest or capacity, the elected political leaders in the executive cannot be assessed by parliament members, and thus reform and democracy may not live up to the benefits promised to the people.</div>
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Rather than commenting on the election process alone, analysts and scholars should pay attention to what also comes after a vote — and whether elected political leaders in Indonesia live up to their promises. This could not only help make elected political leaders more accountable, but make liberal democracy work better within the Indonesian context.</div>
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<em style="box-sizing: border-box; margin: 0px; outline: 0px; padding: 0px;"><strong style="box-sizing: border-box; margin: 0px; outline: 0px; padding: 0px;">Rudy M. Harahap is a PhD candidate at the Auckland University of Technology, New Zealand. He has been awarded a New Zealand Asean Scholarship Award 2014. He completed a Bachelor of Applied Science (in public sector accounting) from State Institute of Accounting (STAN) and Master of Commerce (in information systems) from Binus University and Curtin University of Technology. His research interest are in interdisciplinary research on accounting, operations, human resource management, public administration, and information systems. He was a senior official in a public sector organisation in Indonesia and a part-time senior lecturer at STAN and Binus University before moving to New Zealand.</strong></em></div>
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<span style="box-sizing: border-box; margin: 0px; outline: 0px; padding: 0px;"><span style="box-sizing: border-box; font-size: 19px; margin: 0px; outline: 0px; padding: 0px;"><span style="color: #1a1a1a; font-family: "amiko" , sans-serif;"><b><i>http://www.newmandala.org/challenge-indonesia-local-elections/</i></b></span></span></span></div>
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<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-68096478583384366262014-11-04T17:08:00.002-08:002016-07-22T19:47:33.039-07:00<div dir="ltr" style="text-align: left;" trbidi="on">
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<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-10676304657012352812014-11-04T17:08:00.001-08:002016-07-22T19:47:27.364-07:00A Hierarchist Society<div dir="ltr" style="text-align: left;" trbidi="on">
What do you thing? Are we Indonesians a hierarchist society?<br />
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These are the indication of a hierarchist society:<br />
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- High grid: Societies rely on rules, regulations, and enforcement<br />
- High group: Collective prevails over the individual<br />
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This society is mostly cohesive and rule-bounded.<br />
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Please advise me. </div>
<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-46968681311273462392013-12-26T19:34:00.001-08:002013-12-26T19:34:01.486-08:00Should we inaugurate the convicted person in the jail? I think this is the right decision from KPK. Minister of Home Affairs should not only talk about complying to formal law. He should also consider the ethical consideration about this matter. Inaugurating an officer in the jail is not a good view to be shown to the people. S<br />
<br />
<a href="http://www.thejakartaglobe.com/news/kpk-rejects-suspects-inauguration-blasts-ministry/">KPK Rejects Suspect’s Inauguration, Blasts Ministry - The Jakarta Globe</a>: <br />
<br />
<a href="https://chrome.google.com/webstore/detail/pengoopmcjnbflcjbmoeodbmoflcgjlk" style="font-size: 13px;">'via Blog this'</a><div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-62583674079702170762013-08-21T00:21:00.000-07:002013-08-21T00:21:35.479-07:00How not to write a PhD thesis<div dir="ltr" style="text-align: left;" trbidi="on">
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An interesting article to read. It could also be referred when you writing undergraduate thesis. </div>
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<i>In this guide, Tara Brabazon gives her top ten tips for doctoral failure</i></div>
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My teaching break between Christmas and the university’s snowy reopening in January followed in the footsteps of Goldilocks and the three bears. I examined three PhDs: one was too big; one was too small; one was just right. Put another way, one was as close to a fail as I have ever examined; one passed but required rewriting to strengthen the argument; and the last reminded me why it is such a pleasure to be an academic.</div>
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Concurrently, I have been shepherding three of my PhD students through the final two months to submission. These concluding weeks are an emotional cocktail of exhaustion, frustration, fright and exhilaration. Supervisors correct errors we thought had been removed a year ago. The paragraph that seemed good enough in the first draft now seems to drag down a chapter. My postgraduates cannot understand why I am so picky. They want to submit and move on with the rest of their lives.</div>
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There is a reason why supervisors are pedantic. If we are not, the postgraduates will live with the consequences of “major corrections” for months. The other alternative, besides being awarded the consolation prize of an MPhil, is managing the regret of three wasted years if a doctorate fails. Every correction, each typographical error, all inaccuracies, ambiguities or erroneous references that we find and remove in these crucial final weeks may swing an examiner from major to minor corrections, or from a full re-examination to a rethink of one chapter.</div>
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Being a PhD supervisor is stressful. It is a privilege but it is frightening. We know – and individual postgraduates do not – that strange comments are offered in response to even the best theses. Yes, an examiner graded a magnificent doctorate from one of my postgraduates as “minor corrections” for one typographical error in footnote 104 in the fifth chapter of an otherwise cleanly drafted 100,000 words. It was submitted ten years ago and I still remember it with regret.</div>
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Another examiner enjoyed a thesis on “cult” but wondered why there were no references to Madonna, grading it as requiring major corrections so that Madonna references could be inserted throughout the script.</div>
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Examiners have entered turf wars about the disciplinary parameters separating history and cultural studies. Often they look for their favourite theorists – generally Pierre Bourdieu or Gilles Deleuze these days – and are saddened to find citations to Michel Foucault and Félix Guattari.</div>
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Then there are the “let’s talk about something important – let’s talk about me” examiners. Their first task is to look for themselves in the bibliography, and they are not too interested in the research if there is no reference to their early sorties with Louis Althusser in Economy and Society from the 1970s.</div>
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I understand the angst, worry and stress of supervisors, but I have experienced the other side of the doctoral divide. Examining PhDs is both a pleasure and a curse. It is a joy to nurture, support and help the academy’s next generation, but it is a dreadful moment when an examiner realises that a script is so below international standards of scholarship that there are three options: straight fail, award an MPhil or hope that the student shows enough spark in the viva voce so that it may be possible to skid through to major corrections and a full re-examination in 18 months.</div>
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When confronted by these choices, I am filled with sadness for students and supervisors, but this is matched by anger and even embarrassment. What were the supervisors thinking? Who or what convinced the student that this script was acceptable?</div>
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Therefore, to offer insights to postgraduates who may be in the final stages of submission, cursing their supervisors who want another draft and further references, here are my ten tips for failing a PhD. If you want failure, this is your road map to getting there.</div>
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<strong>1. Submit an incomplete, poorly formatted bibliography</strong></div>
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Doctoral students need to be told that most examiners start marking from the back of the script. Just as cooks are judged by their ingredients and implements, we judge doctoral students by the calibre of their sources.</div>
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The moment examiners see incomplete references or find that key theorists in the topic are absent, they worry. This concern intensifies when in-text citations with no match in the bibliography are located.</div>
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If examiners find ten errors, then students are required to perform minor corrections. If there are 20 anomalies, the doctorate will need major corrections. Any referencing issues over that number and examiners question the students’ academic abilities.</div>
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If the most basic academic protocols are not in place, the credibility of a script wavers. A bibliography is not just a bibliography: it is a canary in the doctoral mine.</div>
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<strong>2. Use phrases such as “some academics” or “all the literature” without mitigating statements or references</strong></div>
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Generalisations infuriate me in first-year papers, but they are understandable. A 19-year-old student who states that “all women think that Katie Price is a great role model” is making a ridiculous point, but when the primary reading fodder is Heat magazine, the link between Jordan’s plastic surgery and empowered women seems causal. In a PhD, generalisations send me off for a long walk to Beachy Head.</div>
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The best doctorates are small. They are tightly constituted and justify students’ choice of one community of scholars over others while demonstrating that they have read enough to make the decision on academic rather than time-management grounds.</div>
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Invariably there is a link between a thin bibliography and a high number of generalisations. If a student has not read widely, then the scholars they have referenced become far more important and representative than they actually are.</div>
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I make my postgraduates pay for such statements. If they offer a generalisation such as “scholars of the online environment argue that democracy follows participation”, I demand that they find at least 30 separate references to verify their claim. They soon stop making generalisations.</div>
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Among my doctoral students, these demands have been nicknamed “Kent footnotes” after one of my great (post-) postgraduates, Mike Kent (now Dr Kent). He relished compiling these enormous footnotes, confirming the evidential base for his arguments. As he would be the first to admit, it was slightly obsessive behaviour, but it certainly confirmed the scale of his reading. In my current supervisory processes, students are punished for generalisations by being forced to assemble a “Kent footnote”.</div>
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<strong>3. Write an abstract without a sentence starting “my original contribution to knowledge is…”</strong></div>
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The way to relax an examiner is to feature a sentence in the first paragraph of a PhD abstract that begins: “My original contribution to knowledge is…” If students cannot compress their argument and research findings into a single statement, then it can signify flabbiness in their method, theory or structure. It is an awful moment for examiners when they – desperately – try to find an original contribution to knowledge through a shapeless methods chapter or loose literature review. If examiners cannot pinpoint the original contribution, they have no choice but to award the script an MPhil.</div>
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The key is to make it easy for examiners. In the second sentence of the abstract, ensure that an original contribution is nailed to the page. Then we can relax and look for the scaffolding and verification of this statement.</div>
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I once supervised a student investigating a very small area of “queer” theory. It is a specialist field, well worked over by outstanding researchers. I remained concerned throughout the candidature that there was too much restatement of other academics’ work. The scholarship is of high quality and does not leave much space for new interpretations.</div>
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Finally, we located a clear section in one chapter that was original. He signalled it in the abstract. He highlighted it in the introduction. He stressed the importance of this insight in the chapter itself and restated it in the conclusion. Needless to say, every examiner noted the original contribution to knowledge that had been highlighted for them, based on a careful and methodical understanding of the field. He passed without corrections.</div>
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<strong>4. Fill the bibliography with references to blogs, online journalism and textbooks</strong></div>
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This is a new problem I have seen in doctorates over the past six months. Throughout the noughties, online sources were used in PhDs. However, the first cycle of PhD candidates who have studied in the web 2.0 environment are submitting their doctorates this year. The impact on the theses I have examined recently is clear to see. Students do not differentiate between refereed and non-refereed or primary and secondary sources. The Google Effect – the creation of a culture of equivalence between blogs and academic articles – is in full force. When questioned in an oral examination, the candidates do not display that they have the capacity to differentiate between the calibre and quality of references.</div>
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This bibliographical flattening and reduction in quality sources unexpectedly affects candidates’ writing styles. I am not drawing a causal link here: major research would need to be undertaken to probe this relationship. But because the students are not reading difficult scholarship, they are unaware of the specificities of academic writing. The doctorates are pitched too low, filled with informalities, conversational language, generalisations, opinion and unreflexive leaps between their personal “journeys” (yes, it is like an episode of The X Factor) and research protocols.</div>
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I asked one of these postgraduates in their oral examination to offer a defence of their informal writing style, hoping that the student would pull out a passable justification through the “Aca-Fan”, disintermediation, participatory culture or organic intellectual arguments. Instead, the student replied: “I am proud of how the thesis is written. It is important to write how we speak.”</div>
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Actually, no. A PhD must be written to ensure that it can be examined within the regulations of a specific university and in keeping with international standards of doctoral education. A doctorate may be described in many ways, but it has no connection with everyday modes of communication.</div>
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<strong>5. Use discourse, ideology, signifier, signified, interpellation, postmodernism, structuralism, post-structuralism or deconstruction without reading the complete works of Foucault, Althusser, Saussure, Baudrillard or Derrida</strong></div>
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How to upset an examiner in under 60 seconds: throw basic semiotic phrases into a sentence as if they are punctuation. Often this problem emerges in theses where “semiotics” is cited as a/the method. When a student uses words such as “discourse” and “ideology” as if they were neutral nouns, it is often a signal for the start of a pantomime of naivety throughout the script. Instead of an “analysis”, postgraduates describe their work as “deconstruction”. It is not deconstruction. They describe their approach as “structuralist”. It is not structuralist. Simply because they study structures does not mean it is structuralist. Conversely, simply because they do not study structures does not mean it is poststructuralist.</div>
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The number of students who fling names around as if they are fashion labels (“Dior”, “Derrida”, “Givenchy”, “Gramsci”) is becoming a problem. I also feel sorry for the students who are attempting a deep engagement with these theorists.</div>
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I am working with a postgraduate at the moment who has spent three months mapping Michel Foucault’s Archaeology of Knowledge over media-policy theories of self-regulation. It has been frustrating and tough, creating – at this stage – only six pages of work from her efforts. Every week, I see the perspiration on the page and the strain in the footnotes. If a student is not prepared to undertake this scale of effort, they must edit the thesis and remove all these words. They leave themselves vulnerable to an examiner who knows their ideological state apparatuses from their repressive state apparatuses.</div>
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<strong>6. Assume something you are doing is new because you have not read enough to know that an academic wrote a book on it 20 years ago</strong></div>
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Again, this is another new problem I have seen in the past couple of years. Lazy students, who may be more kindly described as “inexperienced researchers”, state that they have invented the wheel because they have not looked under their car to see the rolling objects under it. After minimal reading, it is easy to find original contributions to knowledge in every idea that emerges from the jarring effect of a bitter espresso.</div>
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More frequently, my problem as a supervisor has been the incredibly hardworking students who read so much that they cannot control all the scholarly balls they have thrown into the air. I supervise an inspirational scholar who is trying to map Zygmunt Bauman’s “liquid” research over neoconservative theory. This is difficult research, particularly since she is also trying to punctuate this study with Stan Aronowitz’s investigations of post-work and Henry Giroux’s research into working-class education. For such students, supervisors have to prune the students’ arguments to ensure that all the branches are necessary and rooted in their original contributions to knowledge.</div>
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The over-readers present their own challenges. For our under-readers, the world is filled with their own brilliance because they do not realise that every single sentence they write has been explored, extended, tested and applied by other scholars in the past. Intriguingly, these are always the confident students, arriving at the viva voce brimming with pride in their achievements. They are the hardest ones to assess (and help) through an oral exam because they do not know enough to know how little they know.</div>
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Helpful handball questions about the most significant theorists in their research area are pointless, because they have invented all the material in this field. The only way to create an often-debilitating moment of self-awareness is by directly questioning the script: “On p57, you state that the academic literature has not addressed this argument. Yet in 1974, Philippa Philistine published a book and a series of articles on that topic. Why did you decide not to cite that material?”</div>
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Invariably, the answer to this question – often after much stuttering and stammering – is that the candidate had not read the analysis. I leave the question hanging at that point. We could get into why they have not read it, or the consequences of leaving out key theorists. But one moment of glimpsing into the abyss of failure is enough to summon doubt that their “originality” is original.</div>
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<strong>7. Leave spelling mistakes in the script</strong></div>
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Spelling errors among my own PhD students leave me seething. I correct spelling errors. They appear in the next draft. I correct spelling errors. They appear in the next draft. The night before they bind their theses, I stare at the ceiling, summoning the doctoral gods and praying that they have removed the spelling errors.</div>
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Most examiners will accept a few spelling or typographical mistakes, but in a word-processing age, this tolerance is receding. I know plenty of examiners who gain great pleasure in constructing a table and listing all the typographical and spelling errors in a script. Occasionally I do it and then I know I need to get out more.</div>
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Spelling mistakes horrify students. They render supervisors in need of oxygen. Postgraduates may not fail doctorates because of them, but such errors end any chance of passing quickly and without corrections. These simple mistakes also create doubt in the examiner’s mind. If superficial errors exist, it may be necessary to drill more deeply into the interpretation, methods or structure chosen to present the findings.</div>
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<strong>8. Make the topic of the thesis too large</strong></div>
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The best PhDs are small. They investigate a circumscribed area, rather than over-egging the originality or expertise. The most satisfying theses – and they are rare – emerge when students find small gaps in saturated research areas and offer innovative interpretations or new applications of old ideas.</div>
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The nightmare PhD for examiners is the candidate who tries to compress a life’s work into 100,000 words. They take on the history of Marxism, or more commonly these days, feminism. They attempt to distil 100 years of history, theory, dissent and debate into a literature review and end up applying these complex ideas to Beyoncé’s video for Single Ladies.</div>
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The best theses not only state their original contribution to knowledge but also confirm in the introduction what they do not address. I know that many supervisors disagree with me on this point. Nevertheless, the best way to protect candidates and ensure that examiners understand the boundaries and limits of the research is to state what is not being discussed. Students may be asked why they made those determinations, and there must be scholarly and strategic answers to such questions.</div>
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The easiest way to trim and hem the ragged edges of a doctorate is historically or geographically. The student can base the work on Belgium, Brazil or the Bahamas, or a particular decade, governmental term or after a significant event such as 11 September 2001. Another way to contain a project is theoretically, to state there is a focus on Henry Giroux’s model of popular culture and education rather than Henry Jenkins’ configurations of new media and literacy. Such a decision can be justified through the availability of sources, or the desire to monitor one scholar’s pathway through analogue and digital media. Examiners will feel more comfortable if they know that students have made considered choices about their area of research and understand the limits of their findings.</div>
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<strong>9. Write a short, rushed, basic exegesis</strong></div>
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An unfair – but occasionally accurate – cliché of practice-led doctorates is that students take three and a half years to make a film, installation or soundscape and spend three and a half weeks writing the exegesis. Doctoral candidates seem unaware that examiners often read exegeses first and engage with the artefacts after assessing if candidates have read enough in the field.</div>
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Indeed, one of my students recommended an order of reading and watching for her examiners, moving between four chapters and films. The examiner responded in her report – bristling – that she would not be told how to evaluate a thesis: she always read the full exegesis and then decided whether or not to bother seeing the films. My student – thankfully – passed with ease, but this examiner told a truth that few acknowledge.</div>
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Most postgraduates I talk with assume that the examiners rush with enthusiasm to the packaged DVD or CD, or that they will not read a word of the doctorate until they have seen the exhibition. This is the same assumption that inhibits these students in viva voces. They think that they will be able to talk about “art” and “process” for two hours. I have never seen that happen. Instead, the emphasis is placed on the exegesis and how it articulates the artefact.</div>
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Postgraduates entering a doctoral programme to make a film or create a sonic installation subject themselves to a time-consuming and difficult process. If the student neglects the exegesis until the end of the candidature and constructs a rushed document about “how” rather than “why” it was made, there will be problems.</div>
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The best students find a way to create “bonsai” exegeses. They prepare perfectly formed engagements with theory, method and scholarship, but in miniature. They note word limits, demonstrate the precise dialogue between the exegesis and artefact, and show through a carefully edited script that they hold knowledge equivalent to the “traditional” doctoral level.</div>
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<strong>10. Submit a PhD with a short introduction or conclusion</strong></div>
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A quick way to move from a good doctoral thesis to one requiring major corrections is to write a short introduction and/or conclusion. It is frustrating for examiners. We are poised to tick the minor corrections box, and then we turn to a one- or two-page conclusion.</div>
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After reading thousands of words, students must be able to present effective, convincing conclusions, restating the original contribution to knowledge, the significance of the research, the problems and flaws and further areas of scholarship. Short conclusions are created by tired doctoral students. They run out of words.</div>
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Short introductions signify the start of deeper problems: candidates are unaware of the research area or the theoretical framework. In the case of introductions and conclusions in doctoral theses, size does matter.</div>
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Hope washes over the start of a PhD candidature, but desperation and fear often mark its conclusion. There are (at least) ten simple indicators that prompt examiners to recommend re-examination, major corrections or – with some dismay – failure. If postgraduates utilise these guidelines, they will be able to make choices and realise the consequences of their decisions.</div>
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The lessons of scholarship begin with intellectual generosity to the scholars who precede us. Ironically – although perhaps not – candidatures also conclude there.</div>
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<span style="font-family: Arial, sans-serif; font-size: 12px; line-height: 19px;">Tara Brabazon is professor of media studies, University of Brighton.</span></div>
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Source: <a href="http://www.timeshighereducation.co.uk/news/how-not-to-write-a-phd-thesis/410208.article">http://www.timeshighereducation.co.uk/news/how-not-to-write-a-phd-thesis/410208.article</a></div>
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<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-19012332893763028182013-07-27T08:40:00.001-07:002013-07-27T20:04:12.431-07:00Honesty in Releasing the Evaluation Results of Public Services Quality<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-size: small;">This week, Indonesian Ombudsman Office released its report related with public services quality. According to its report, some government offices are listed as the worse government offices in serving the public. They are Ministry of Education, Ministry of Public Works, Ministry of Social Services, Ministry of Labour, and Ministry of Agricultural.</span><br />
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<span style="font-size: small;">This report has been quoted by some media. It has also been published as an headline in some newspapers. The worse government offices are given red flag. Of course, some of the ministers were not happy with the release. However, I think they should not reluctant with report. It could be used as an initial indicator of their public services quality. Government offices that received red flag should give full attention on how to improve their services in the future. </span><br />
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<span style="font-size: small;">On the other side, we should give appreciation to Ombudsman Office because its courage in releasing the objective and transparent evaluation results. In reality, Ministry of Public Sector Reform has also done something like this. However, it does not have enough courage or hesitates to release the report. In the past, all government offices had been required to do self evaluation about the reform progress in their offices. The self evaluation process was supported with information system. However, until now the Ministry does not have enough brave to release the self evaluation result. </span><br />
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<span style="font-size: small;">In fact there were many evaluation process had been done in the government offices. Some of the processes were initiated by the responsibility ministry. Some the processes were initiated internally. However, people never know the results. </span><br />
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<span style="font-size: small;">I think in the future all of the evaluation results should be released transparently. Based on these results, all government offices could learn on how to solve their problems in serving the public. </span></div>
<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-91372357806813734982013-07-27T20:02:00.003-07:002013-07-27T20:02:46.168-07:00The basics of influencing others<div dir="ltr" style="text-align: left;" trbidi="on">
A recommended article to explain the different between "to influence" and "to command/control". The ability to influence others is a basic competency of leaders. However, what they thought "to influence" sometime it meant "to command/control". Of course, one of the failures in leading the people is when leaders give too much attention in command and control. They should change the way how they lead.<br />
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Source: http://smartblogs.com/category/leadership/inspiring-others/<br />
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The ability to influence others may be the most important thing leaders do. An organization I work with lists influence as one of its top leadership proficiencies. Their description, paraphrased:</div>
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“The ability to generate support from others to achieve desired business outcomes. Leaders who exhibit this competency apply it in a planned and strategic way, never randomly. They motivate people to want to follow them even when they don’t have to,”</div>
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When I ask leaders what influence means to them, they often say they want to win others over to their ideas or that they want employees to do things their way. This isn’t influence. It’s command and control, an outdated way of managing people that rarely moves people or an organization forward in our modern workplace.</div>
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Even seasoned executives can awaken to the fact that, to be more effective, they need to learn to influence others better. Whatever methods they were using may no longer be working, so they need examine some ineffective habits they’ve formed or look at the context they’re now in to decide the best way to influence in that particular situation.</div>
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Influence is where the leadership rubber meets the road for you. The ability to influence others needs to be a part of your leadership toolkit, because without it, you aren’t leading anyone. With ever-greater demands on you to compete in a global marketplace and manage change, you need to sharpen this skill.</div>
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Here are some basics that are foundational to the conversations you need to have to be able to influence:</div>
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<span style="background-attachment: initial; background-clip: initial; background-color: transparent; background-image: initial; background-origin: initial; border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; outline-color: initial; outline-style: initial; outline-width: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Relationships:</span> The old saying that people don’t care how much you know until they know how much you care is appropriate here. Expecting others to be influenced to your way of thinking simply because you’re smart or have credentials isn’t realistic. They need to trust you. They want to know that you have their best interests in mind every bit as much as your own interests and the greater good of the organization. This may not happen overnight, and may require you to moderate your self-interest to get to know what interests them.</div>
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<span style="background-attachment: initial; background-clip: initial; background-color: transparent; background-image: initial; background-origin: initial; border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; outline-color: initial; outline-style: initial; outline-width: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Adaptation:</span> Influencing others isn’t one-size-fits-all. It requires that you adapt your conversations and your communication style to the audience, whether one person or thousands. Consider what’s in it for them and how they want to hear what you have to say. We’ve had a few recent presidents who are examples of good influencers (Reagan and Clinton). You, too, can be a master of persuasion when you focus more on others and are flexible in how you present your case.</div>
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<span style="background-attachment: initial; background-clip: initial; background-color: transparent; background-image: initial; background-origin: initial; border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; outline-color: initial; outline-style: initial; outline-width: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Inclusion and compromise:</span> Include important stakeholders from the beginning as your thought process unfolds. This will assist with buy-in and avoiding errors down the road. Understand the principles you will stand on and what you might be willing to let go of in order to sway others. This takes reflection and thought. It also requires courage to take risks. If you decide that you only want things your way, you may suffer consequences. If you decide to compromise based on what they want, there may be issues. Consider what you will refuse to compromise on.</div>
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<span style="background-attachment: initial; background-clip: initial; background-color: transparent; background-image: initial; background-origin: initial; border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; outline-color: initial; outline-style: initial; outline-width: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Work:</span> It takes intentional and systematic effort to influence others. Make a plan for the work of building relationships, deciding who you need to influence and figuring out what matters to them; this might help with influencing them. Think about where you need to build coalitions and when it makes sense to talk to individuals before and after group meetings. This isn’t “politics” (with the negative connotation that suggests); it’s the real work of leadership. You are responsible for managing change, and this is how you do it.</div>
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As a leader, your ability to influence others will make or break you. Start with the foundations of influence, and the rest will follow with more ease.</div>
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<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-73855505660401607572013-07-15T21:00:00.000-07:002013-07-15T21:00:25.299-07:00Leaders, Choose Your Words Wisely<div dir="ltr" style="text-align: left;" trbidi="on">
New good article from Harvard Blog Network. Every leader should read this article. <br />
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<img alt="" class="pageFeatureImage" src="http://static2.hbr.org/cs/flatmm/hed/20130715_4.jpg" style="border: 1px solid black; margin-bottom: 15px; margin-top: -15px;" /><h1 style="font-size: 24px; font-weight: bold; line-height: 27px; margin: 0px 0px 5px; padding: 0px;">
<span style="-webkit-text-stroke-width: 0px; background-color: white; color: #585556; display: inline !important; float: none; font-size-adjust: none; font-stretch: normal; font: 12px/22px Helvetica, Arial, sans-serif; letter-spacing: normal; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px;">by Douglas R. Conant | 12:00 PM July 12, 2013</span></h1>
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Even a brief interaction can change the way people think about themselves, their leaders, and the future. Each of those many connections you make has the potential to become a high point or a low point in someone's day. Each is a chance to transform an ordinary moment into a touchpoint.</div>
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What is a touchpoint? A touchpoint is an interaction with one other person, a couple of people, or a group that can last a couple of minutes, a couple of hours, or a couple of days. Those Touchpoints can be planned or spontaneous, casual or carefully choreographed.</div>
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Every touchpoint is spring-loaded with possibilities. Each one can build — or break — a relationship.</div>
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For instance, when I was a first year graduate student at the J. L. Kellogg School of Management at Northwestern University taking a Management Policy class. My professor, Ram Charan, noticed that my schoolwork was starting to slip. I was not only taking a full load of classes but I was also working two jobs. I was stretched pretty thin. One day, Ram called me aside and said,<span class="Apple-converted-space"> </span><strong style="font-style: normal; font-weight: bold;">"You can do better."</strong><span class="Apple-converted-space"> </span>Those four words inspired me to hold myself to a higher standard. I remember those words as if they were spoken yesterday and that was over 35 years ago.</div>
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Shortly after I graduated, I accepted a job with General Mills. Like many people starting a new job in a new place, I was completely lost in the building. This older man saw me stumbling around and said, "Young man... you look lost. How can I help?" I asked him if he could help me find my way back to the marketing department. He pointed the way and said, "So you work in the marketing department. If there is one thing that I want to leave you with is that you've got to<span class="Apple-converted-space"> </span><strong style="font-style: normal; font-weight: bold;">give it all you've got</strong>." We then went our separate ways. Ultimately, I saw this man's picture a couple of weeks later and discovered that he was Jim McFarland, the CEO and Chairman of General Mills. Those five words inspired me to lean into my work with greater intensity. I carry them with me today.</div>
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I had been with General Mills for six months and I was up for my first performance review. I was struggling to hit the ground running. I had never worked in an office environment before in my life. Here I was, unmistakably a rookie. During the performance review, my manager offered this observation, "Doug, you are clearly very determined to contribute here but, quite frankly, your work is very mediocre." That comment, in and of itself, was something I was able work through. Next, I was to receive feedback from my boss's boss. In this case, he had written six words down on a piece of paper to be read to me. Those words were,<span class="Apple-converted-space"> </span><strong style="font-style: normal; font-weight: bold;">"You should look for another job."</strong><span class="Apple-converted-space"> </span>This was the first performance review I had received in my life and my boss's boss, whom I thought was a god, just told me to go look for another job. He wasn't inclined to give me the time of the day or the benefit of the doubt. I was devastated and very anxious but ultimately I played through it. Those six words reminded me that the corporate journey is not for the faint of heart. You must bring great resolve to your work. It's not all a bed of roses.</div>
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I persevered through some difficult times as I was starting up my career and I was promoted to Product Manager at General Mills in a very timely way. Within 48 hours of that promotion, I received a call from my wife's grandfather, Mr. R. T. Johnstone. R.T., a man I admired greatly, said,<span class="Apple-converted-space"> </span><strong style="font-style: normal; font-weight: bold;">"I'm so proud of you."</strong>Those five words of encouragement reminded me that I was not alone on this journey, as difficult as it was. My family was, is and will always be with me. Those words ring in my ears to this day.</div>
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After six years of working in the General Mills food group, I transferred over to the General Mills toy group. Three years in, I lost my job. I've shared this experience<span class="Apple-converted-space"> </span><a href="http://blogs.hbr.org/cs/2013/03/what_losing_my_job_taught_me_a.html" style="color: #b20022; text-decoration: none;">in great detail here before</a>. After I was let go from General Mills, I went to an outplacement counselor; a man by the name of Neil MacKenna. Every time Neil would answer the phone he would say, "Hello, this is Neil MacKenna, how can I help?" With those four words,<span class="Apple-converted-space"> </span><strong style="font-style: normal; font-weight: bold;">"How can I help?"</strong><span class="Apple-converted-space"> </span>Neil changed my entire work life. He helped me see beyond my own agenda to discover the fulfillment of starting every interaction with a desire to be helpful. This was a very powerful lesson, delivered in four words. It took all of two seconds.</div>
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On July 2, 2009, I was involved in a very serious automobile accident. I was traveling to my home in Northern New Jersey for the Fourth of July weekend. I was in the back of a Lincoln Navigator asleep with my seat belt on when, while going at least 70 miles an hour, we ran into the back of a stopped dump truck on the New Jersey Turnpike. It was a very serious accident. I was taken to a nearby trauma center and went through an extensive array of surgical procedures. Understandably, I was pretty much out of it for 24 hours. When I woke up in the intensive care unit my wife, Leigh, who had been helping my daughter move into her apartment in Washington D.C., was right by my side. And all she said were three words. She said,<span class="Apple-converted-space"> </span><strong style="font-style: normal; font-weight: bold;">"I'm right here."</strong><span class="Apple-converted-space"> </span>Those three words, said in one second, connected me in a powerfully indescribable way with my wife and my recovery. I'll never forget the moment.</div>
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Over the following 40 days, as I was recovering from the automobile accident, I had been moved from the ICU to the trauma center then to a hospital and finally to a rehabilitation program. I dealt with nurses in all four of these facilities that, time and again, reaffirmed for me the power of touchpoints — that they're not just about the words you say, they're about how you say them.</div>
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There was the same protocol over all four facilities. In this case, every nurse would come into my room and ask me the same question: "How is your pain?" When the nurses were fully prepared and exceptionally gifted at managing patients they could come into the room and dial-in in a very thoughtful and genuine way. But with nurses who were new to the profession, new to the facility, or who just felt a little bit uncomfortable getting into a conversation, I would quickly realize that those four words weren't about me; it was about how they were going to handle me. It was about them. Those conversations were always awkward.</div>
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So, those four words,<span class="Apple-converted-space"> </span><strong style="font-style: normal; font-weight: bold;">"How is your pain?"</strong><span class="Apple-converted-space"> </span>opened up a world that was magical when it was well managed. But when not well managed, the resulting awkwardness could completely undermine the effectiveness of the nurse. Those four words reaffirmed the power of touchpoints.</div>
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There you have it:</div>
<ul style="margin: 0px 0px 0px 15px; padding: 0px;"><br />
<li style="margin: 0px 0px 10px; padding: 0px;">Seven memorable touchpoints</li>
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<li style="margin: 0px 0px 10px; padding: 0px;">32 words total</li>
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<li style="margin: 0px 0px 10px; padding: 0px;">Less than five words per Touchpoint</li>
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<li style="margin: 0px 0px 10px; padding: 0px;">Strung together, it's generously 20 seconds of conversation</li>
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<li style="margin: 0px 0px 10px; padding: 0px;">That's approximately four seconds per touchpoint</li>
</ul>
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Despite their brevity, those seven touchpoints have had a profound impact on my life. I encourage each of you to look for opportunities to have a profound impact on the next touchpoint you encounter. You have the opportunity to make a tremendous impact on the lives of the people with whom you work and live. Make the most of it. The next touchpoint is right around the corner — use it wisely.</div>
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<span>More blog posts by<span class="Apple-converted-space"> </span><a href="http://hbr.org/search/Douglas%20R.%20Conant" style="color: #b20022; text-decoration: none;">Douglas R. Conant</a></span></div>
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<a href="http://hbr.org/search/Douglas%20R.%20Conant" style="color: #585556; text-decoration: none;">DOUGLAS R. CONANT</a></h3>
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Douglas R. Conant is Non-Executive Chairman of Avon Products; Founder & CEO,<a href="http://www.conantleadership.com/" style="color: #b20022; text-decoration: none;">ConantLeadership</a>; Founder & Chairman, Kellogg Executive Leadership Institute; Chairman, CECP; Board of Directors, AmerisourceBergen; Former President, CEO & Director, Campbell Soup Company; and NYT Bestselling Author of<span class="Apple-converted-space"> </span><em style="font-style: oblique; font-weight: normal;">Touchpoints: Creating Powerful Leadership Connections in the Smallest of Moments</em>. He's on Twitter<span class="Apple-converted-space"> </span><a href="http://www.twitter.com/dougconant" style="color: #b20022; text-decoration: none;">@DougConant</a><span class="Apple-converted-space"> </span>and on Facebook.</div>
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<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-23674734553871762013-04-06T00:40:00.001-07:002013-04-06T00:40:08.238-07:00Innovating for sustainability for tomorrow’s challenges Aileen Ionescu-Somers and Fransisco Szekely | Sat, 04/06/2013 12:59 PM |
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<br>Business has entered a challenging new world full of opportunities for strategic innovation, and sustainability will be a major driver of these opportunities into the future.
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<br>Let's look at some of the trends that indicate the emergence of this brave new world. There is a widening gulf between the replacement economy of industrialized nations and the first-buy economy driving consumption in poor and emerging countries.
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<br>There is also increasing tension between material and non-material economies: production, demand and commodity prices are rising, while the costs of immaterial goods such as shared multimedia content are falling. And there are new markets springing up to serve the "less poor", who earn between US$2 and $10 per day.
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<br>Other important trends include the flourishing "south-south" economy — where emerging economies are trading with each other and with less developed countries — and its range of newly influential companies and brands. We are also witnessing the gradual obsolescence of traditional enterprise boundaries — an example being when individual homeowners produce electricity and sell it back into the grid.
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<br>Companies that want to deal with the complexity of these shifts will have to move away from traditional approaches. The new framework, which already dominates in a handful of the world's leading companies, is solution-oriented strategic innovation for sustainability. This sounds like a mouthful, but what it means is finding new ways to improve performance through innovation in all three dimensions of sustainable development: environmental, social and economic.
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<br>Tomorrow's company will have to think further ahead than addressing an issue in the short term; increasingly, future solutions will have to support the three pillars of sustainable development; environmental, social as well as economic.
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<br>Step by step
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<br>The first type of innovation on the spectrum is characterized by incremental, step-by-step change. Many companies take this approach, largely because they are risk-averse, particularly in recent crisis-affected years.
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<br>The second — radical innovation — means creating new business models, but doing it within a traditional business system. The third is the game changer: systemic transformation which reinvents business systems that are faulty and unsustainable by their very nature. Very few companies are doing this today, but we can see some new and more reflective business models emerging in some corners.
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<br>Let's consider the automotive industry example. In empirical research carried out by IMD's sustainability research center in 2001 to 2004, few companies were concerned with climate change as a strategic issue and certainly not one that was driving strategy. Today, the goalposts have changed. Take BMW, the super-sector leader in the Dow Jones Sustainability Index.
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<br> In 2007, it created Strategy Number ONE to develop sustainable, visionary concepts for mobility that would address the challenges and requirements of customers in an urban environment. The strategy is a road map designed to help the company achieve growth and profitability. It shapes BMW's future, and introduces new technologies to help it to achieve its goal of zero-emission vehicles that also reduce the impact on the environment by reducing use of resources.
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<br>Toyota, which is at the vanguard of hybrid car technology, is taking things a step further. It too is looking at next generation technology that uses a more diverse energy mix, as well as using fewer other resources. The company's Powertrain Map for Future Mobility develops scenarios that tailor-make types of vehicle and mixes of fuel.
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<br>The company is also asking itself questions. The big one is about how it can promote the introduction of next generation vehicles, and the infrastructure needed for them to operate efficiently (charging stations with solar panels, for example) while also promoting the use of car sharing and mass transit systems to reduce congestion.
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<br>It has broadened its strategic thinking to incorporate other dimensions that will affect its innovations: global concepts of success and progress; "bio-capacity" (capacity of an area to provide resources and absorb wastes) available per person; and individual countries' need to improve development and/or/while reducing ecological impact.
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<br>Uncertainty, a barrier and opportunity
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<br>Three types of uncertainty could affect the evolution of innovation for sustainability: physical/ecological, political and behavioral. It is difficult for any organization to look into the crystal ball on these fronts; nevertheless, companies will have to become increasingly adept at developing a forward-looking perspective.
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<br>This will require new skills in the managers of tomorrow. In any case, uncertainties create opportunities as well as barriers. Overcoming the difficulties to grasp these opportunities, and make the most of innovation for sustainability, requires organizations to take three steps.
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<br>First, calculate the true cost of innovation for sustainability. For example, calculation of the costs and benefits of increasing renewable energy capacity must encompass elements such as persistent subsidization of fossil fuels and the multiple negative impacts of climate change and pollution.
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<br>Next, replace obsolete thinking. Short-term frameworks and goals in politics and in business must be replaced with long-term flexible thinking. This can in turn enable organizations to stop making decisions in a negative, reactionary way, and instead move to a positive, proactive approach that will allow them to focus on, and seize, the opportunities at hand.
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<br>Finally, involve a wider range of stakeholders to ensure the success of innovation for sustainability. The bottom line is that people most affected must also have a say in managing both their immediate environment, and the global commons.
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<br>Sustainable innovation within the firm
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<br>Managers have started to speak differently about strategic innovation for sustainability in the last few years. It is no longer a niche area of business, but a concept that is moving into the mainstream. Leading innovators such as IBM, 3M and DuPont de Nemours all say that they see sustainability pushing the core business strategy, and that it is increasingly not an option to have things happen the other way around.
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<br>Managers can take a number of approaches to encourage innovation for sustainability within their organizations. The starting point is to make sure that it is considered an opportunity, not a threat, and to help people realize that high-impact ideas are necessary to change customers' mindsets. It is equally critical for organizations to ensure that they have the right incentives in place (fiscal, regulatory and legal) to promote a longer-term view that supports sustainability.
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<br>Companies that are already making strategic innovation for sustainability work tell us that there are a number of elements that can help to drive improvement in this area.
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<br>• Value the role that leadership will play, in conjunction with clear priorities and a linked corporate strategy, in making this happen.
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<br>• Ensure that the business case for innovation is supported by thorough analysis and scenario planning.
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<br>• Focus on client needs, leverage applied technology, and share knowledge through a transparent approach to research and development within the firm.
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<br>• Ensure that strategy and sustainability performance are embedded in core processes, where they can drive change, rather than being add-ons.
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<br>• Engage staff through a clear strategy, strong program office, company-wide training, and effective communication of best practices.
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<br>• Support strategy development and implementation by promoting an innovative, interactive corporate culture.
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<br>Dr. Aileen Ionescu-Somers is the director of IMD's Global Center for Sustainability Leadership (CSL) Learning Platform; Francisco Szekely is the Sandoz Family Foundation Professor of Leadership and Sustainability and Director of the Global Center for Sustainability Leadership (CSL) at IMD (<a href="http://www.imd.org">www.imd.org</a>)<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-45289716121276241272013-03-09T06:11:00.001-08:002013-03-09T06:11:13.401-08:00Innovating Around a Bureaucracy<div id="articleBody" style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; padding-top: 0px; padding-right: 20px; padding-bottom: 0px; padding-left: 20px; "><p style="margin-top: 0px; margin-right: 0px; margin-bottom: 15px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; ">What do you do if you're a leader in a large, successful organization with an entrenched bureaucracy, and you see the need for innovation? Can you change the way a large organization — such as the federal government — does its work, when all the forces are arrayed for stability and conservatism?</p><p style="margin-top: 0px; margin-right: 0px; margin-bottom: 15px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; ">Consider the story of the <a href="http://en.wikipedia.org/wiki/Business_Transformation_Agency" style="outline-style: none; outline-width: initial; outline-color: initial; text-decoration: none; ">Business Transformation Agency</a> of the Department of Defense, which was founded in 2005 under Defense Secretary Rumsfeld, and "disestablished" in 2011 by <a href="http://www.bizjournals.com/washington/stories/2010/08/09/daily23.html?page=all" style="outline-style: none; outline-width: initial; outline-color: initial; text-decoration: none; ">Defense Secretary Gates</a>. The Business Transformation Agency was populated by people brought in from the commercial sector. They were bold and brash and injected fresh new ideas that challenged existing policy and practice in many quarters of the Department of Defense administration (such as finance, human resources, procurement, and supply chain processes). They ran into many of the familiar challenges of making changes in the federal government: the difficulty of firing; the complexity of hiring at many levels of management; the need for contracts to be put out for competitive bidding; multiple stakeholders including civil servants, appointees, contractors, regulators; and Congress to be considered in almost all decisions. Unlike at commercial companies, there was no senior leader who could mandate changes. The Deputy Secretary of Defense that originally sponsored the agency under Rumsfeld left, and the new leader was less enthusiastic, ultimately leading to the agency's demise. The entrenched culture of the Department of Defense defeated attempts to change it.</p><p style="margin-top: 0px; margin-right: 0px; margin-bottom: 15px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; ">The Internal Revenue Service (IRS), however, was successful in transforming its bureaucracy. The IRS had two advantages: Congress provided a strong mandate for change (the U.S. IRS Reform and Restructuring Act of 1998); and an outstanding, senior executive from the private sector, <a href="http://hbr.org/product/many-unhappy-returns-one-man-s-quest-to-turn-around-the-most-unpopular-organization-in-america/an/4414-HBK-ENG" style="outline-style: none; outline-width: initial; outline-color: initial; text-decoration: none; ">Charles Rossotti</a>, was appointed for a five-year term to drive the changes. Under Rossotti's guidance, the IRS reorganized from a geographic structure to four new customer-oriented operating divisions. IT also upgraded old technology and processes, achieving significant improvements in service and compliance. For example, it implemented an Internet service that answers the question "Where's my refund?" that has had over one billion hits and freed up 800 customer service representatives to handle more complex issues.</p><p style="margin-top: 0px; margin-right: 0px; margin-bottom: 15px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; ">So, what makes the difference between success and failure? Based on long experience working with government agencies and with large organizations of all stripes, I have seen that big changes to the way work is done require: <br></p><ul style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 15px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; list-style-type: disc; list-style-position: initial; list-style-image: initial; "><li style="margin-top: 0px; margin-right: 0px; margin-bottom: 10px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; ">a team of insiders and outsiders to come up with new ideas<br></li><li style="margin-top: 0px; margin-right: 0px; margin-bottom: 10px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; ">a clear external motivation to do something<br></li><li style="margin-top: 0px; margin-right: 0px; margin-bottom: 10px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; ">strong leaders who believe in the ideas and push the bureaucracy to implement them consistently over a number of years</li></ul><p style="margin-top: 0px; margin-right: 0px; margin-bottom: 15px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; "></p><p style="margin-top: 0px; margin-right: 0px; margin-bottom: 15px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; ">Sometimes (but not often) bureaucracies do make incremental changes to the way they do work, but they are usually not sufficient to meet citizen-customer needs. An innovation team composed of the "best and brightest" (like the "bold and brash" Business Transformation Agency) can identify bigger changes, but those cannot be implemented inside a strong bureaucracy without a strong and clear motivation to change. Now, in a competitive free-market environment, a for-profit company can be motivated by threats to its survival, or by declining market share and profitability. The big challenge for a government agency, however, is that the motivation needs to be a congressional or administration mandate. I'd like to tell you there's another way to motivate change in case you don't have such a mandate, but in the extreme environment of an entrenched bureaucracy, I haven't seen it. Thus, needed process changes within bureaucracies should always be built into such initiatives. Probably most important, though, as in the example of the IRS, a senior leader is absolutely essential to drive the change and sharpen the organization's focus on citizen-customers — to overcome the natural tendency of bureaucracies to focus internally. And as the IRS and Department of Defense stories illustrate, the bureaucratic ship won't turn on a dime — leaders need to sustain focus on the changes over the long term, likely for five years or more.</p><p style="margin-top: 0px; margin-right: 0px; margin-bottom: 15px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; ">Leaders of big bureaucracies need to get — and keep — everyone enthused, create and communicate a future vision, assure support during the transition, insist on excellence, create demands on managers, and convince everyone of top management's conviction and commitment to change. These leadership challenges may seem familiar, but in a bureaucracy they are, if anything, magnified. To sustain momentum in this special context, leaders may need to adopt the behaviors of a fanatic — as Winston Churchill said, "A fanatic is one who can't change his mind and won't change the subject."</p><p style="margin-top: 0px; margin-right: 0px; margin-bottom: 15px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; ">Of course, the federal government provides an extreme example of entrenched bureaucracy with an established way of doing things. But it offers lessons to any organization that is mature, successful, and set in its ways, yet recognizes the need to transform itself.</p></div><div id="articleFooter" style="margin-top: 0px; margin-right: 0px; margin-bottom: 20px; margin-left: 0px; padding-top: 10px; padding-right: 20px; padding-bottom: 10px; padding-left: 20px; clear: both; display: block; "><div style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; "><div id="articleFooterMoreBy" style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; "><span>More blog posts by <a href="http://hbr.org/search/Brad%20Power" style="outline-style: none; outline-width: initial; outline-color: initial; text-decoration: none; ">Brad Power</a></span></div><div id="articleFooterCategories" style="margin-top: 0px; margin-right: 0px; margin-bottom: 5px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; ">More on: <a href="http://hbr.org/search/change%20management" style="outline-style: none; outline-width: initial; outline-color: initial; text-decoration: none; ">Change management</a>, <a href="http://hbr.org/search/government" style="outline-style: none; outline-width: initial; outline-color: initial; text-decoration: none; ">Government</a>, <a href="http://hbr.org/search/innovation" style="outline-style: none; outline-width: initial; outline-color: initial; text-decoration: none; ">Innovation</a></div></div><div id="pageFooterAuthor" style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; padding-top: 10px; padding-right: 0px; padding-bottom: 10px; padding-left: 0px; border-top-style: solid; border-top-color: rgb(222, 222, 222); border-top-width: 1px; border-right-width: 0px; border-bottom-width: 1px; border-left-width: 0px; overflow-x: auto; overflow-y: auto; "><a href="http://hbr.org/search/Brad%20Power" style="outline-style: none; outline-width: initial; outline-color: initial; text-decoration: none; "><font class="Apple-style-span" color="#000000"><img src="http://static2.hbr.org/mt-static/support/assets_c/userpics/userpic-871-100x100.png" alt="Brad Power" class="headline-image" style="border-top-width: 0px; border-right-width: 0px; border-bottom-width: 0px; border-left-width: 0px; border-style: initial; border-color: initial; float: left; margin-right: 8px; width: 80px; height: 80px; "></font></a><div class="headline-text" style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; float: left; width: 490px; "><h3 style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; font-weight: bold; "><a href="http://hbr.org/search/Brad%20Power" style="outline-style: none; outline-width: initial; outline-color: initial; text-decoration: none; font-size: 17px;"><font class="Apple-style-span" color="#000000">BRAD POWER</font></a></h3><p style="margin-top: 0px; margin-right: 0px; margin-bottom: 0px; margin-left: 0px; padding-top: 0px; padding-right: 0px; padding-bottom: 0px; padding-left: 0px; "><font class="Apple-style-span" color="#000000"><a href="mailto:bradfordpower@gmail.com" style="outline-style: none; outline-width: initial; outline-color: initial; text-decoration: none; ">Brad Power</a> has consulted and conducted research on business process innovation for the last 30 years. His latest research focuses on how top management creates breakthrough business models through process innovation, building on work with the Lean Enterprise Institute and Hammer and Company.</font></p></div></div></div><div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-45023537680118730662013-02-23T21:26:00.000-08:002013-02-23T21:31:21.741-08:00View Point: Viva Anas and other corruptors<div dir="ltr" style="text-align: left;" trbidi="on">
View Point: Viva Anas and other corruptors<br />
Kornelius Purba, The Jakarta Post | Sun, 02/24/2013 11:32 AM | Opinion<br />
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When he announced his resignation as the Democratic Party chairman on Saturday, Anas Urbaningrum's expression was a combination of an elegant statesman and a victim of a satanic conspiracy. It was as if Anas had voluntarily decided to quit the country's largest political party as proof of his greatest sacrifice to the nation, and not because he felt guilty for (reportedly) robbing people's money to enrich himself and illicitly finance his party.<br />
TV audiences did not see him show remorse or shame for (allegedly) participating in the massive looting of state coffers by people who apparently believe they have the privilege to steal as much as they want at minimum risk.<br />
Using "sophisticated" phrases, Anas did not forget to spread "terror" among other party leaders, including President Susilo Bambang Yudhoyono, by stating that what had just happened with him was only the beginning, page one of a long story, with people having the chance to read "many more pages".<br />
Anas is an elegant, intelligent and (suspected) corrupt individual! Many people were impressed with his dignified — again as a corruption suspect — performance when he announced his exit. It happened a day after the Corruption Eradication Commission (KPK) named him a suspect in a sports facility construction scandal, in which former youth and sports minister Andi Mallarangeng has also been declared a suspect.<br />
The President himself is very correct in his stance on Anas. Many non-Javanese Indonesians — probably even Javanese — were impatient with the slowness and cautiousness of Yudhoyono in removing Anas from the party's chief post despite massive pressure from within and outside the party. We were upset because it was evident that the retired four-star Army general preferred a "time buying" tactic by continuing to delay Anas' dismissal, even though he held the full authority to show Anas the door. <br />
Some might suspect the motives of the founder of the party in protecting Anas, because the public perception was very clear on Anas' alleged involvement in the corruption that has severely tarnished the party. But we also need to remember Yudhoyono is often dubbed "Mr. Doubtful" because of his hesitation in taking unpopular decisions.<br />
Yudhoyono waited until the KPK declared Anas a suspect on Saturday and Anas announced his own resignation a day after. But many questions on the scandal still linger. Did Anas appear confident of his political survival until the last minute because he possessed abundant evidence on those very close to Yudhoyono that were also guilty of corruption?<br />
TV stations love to broadcast — often live — the press conferences of corruption suspects at the KPK headquarters in Kuningan, South Jakarta. Many of the crooks speak tearfully and a suspect in a Koran procurement graft showed no remorse at all. They appeared like celebrities.<br />
Former Prosperous Justice Party (PKS) chairman Luthfi Hasan Ishaaq gave an innocent expression and smiled to journalists when he talked to them at the KPK office. Lutfi had been named a suspect in a corruption case centering on the importation of beef, but he looked like a highly respected preacher who was about to deliver a sermon to his faithful followers. It is true that he should be presumed innocent until proven guilty, but knowing the track record of the KPK there is very little chance of Luthfi being acquitted by the court.<br />
Many people laughed when a member of the PKS elite said Zionists were behind the meat import scandal and when the party leaders claimed there were concerted efforts by other parties to humiliate them. They are reluctant to apologize to their followers, who believe the PKS to be the only party that has the ability to deliver on its campaign promises, especially to free the nation from corruption and vice.<br />
Do you still remember Insp. Gen. Djoko Susilo? The KPK detained the police general for his alleged role in a driving simulator graft case. He always smiles to reporters, even in the face of more and more reports that he possesses more than 10 luxury houses in prime locations in Jakarta and other places. He also married a former Surakarta (Solo) beauty queen, who is probably no older than his own child, as a second wife.<br />
He feels totally confident of his innocence, although his corruption is so blatant that even the most corrupt judge and prosecutor will feel too ashamed not to give him a hefty sentence.<br />
Have the National Police expressed any regret because one of their best generals has acted like a bandit? Many of the police generals are too busy hiding their dirty acts or the wealth they have accumulated. They have acted against their own oaths to the nation. They are also afraid that the focus on Djoko could lead to them serving a period behind bars.<br />
Business tycoon and chairperson of the Indonesian Buddhist Council (Walubi) Siti Hartati Murdaya should have quit her position in the religious body after the court recently sentenced her to 32 months in jail in a bribery case. She probably thinks her status as a convict has nothing to do with religion.<br />
Why do corrupt individuals not appear to feel shy or guilty? The answer is simple: There are 1001 ways to legally leave prison. They can do it by simply distributing a small portion of the money they stole to a state official. Or they can just escape from the prison with the full help of law enforcers.<br />
Society is very reluctant to impose social sanctions on these bandits.<br />
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<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-76089326445488486882012-12-07T21:43:00.001-08:002012-12-07T21:44:46.562-08:00The Key to Effective, Results-Based Managing<div dir="ltr" style="text-align: left;" trbidi="on">
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October 11, 2012</div>
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Related topics</h2>
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Open Forum Message</h2>
On The Go?<br />
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You can still catch up on business tips and expert advice with the OPEN Forum App - for iPhone or Android.</div>
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<a class="view_comment_form" href="http://www.openforum.com/articles/the-key-to-effective-results-based-managing/?extlink=sm-openf-socialteam-tw#aside_media" id="view_all_comments" style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; outline-color: initial; outline-style: none; outline-width: initial; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;"><span class="Apple-style-span" style="color: black;">Be the first to comment on this article <span class="arrow right" style="border-bottom-color: transparent; border-bottom-style: solid; border-bottom-width: 4px; border-color: initial; border-left-color: rgb(61, 61, 61); border-left-style: solid; border-left-width: 4px; border-right-color: initial; border-right-style: initial; border-right-width: 4px; border-style: initial; border-top-color: transparent; border-top-style: solid; border-top-width: 4px; clear: none; display: inline-block; font: inherit; height: 0px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; position: relative; text-indent: -9999px; vertical-align: baseline; width: 0px;"> </span></span></a></div>
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Employees want the flexibility to determine where, when and how they work. Technology enables them do that. Research shows that workers are away from their desks for as much as 70 percent of work time.</div>
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That’s a problem.</div>
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Management styles born in the days of sweatshops and typing pools, based on time clocks and counting heads, just don’t work with a mobile workforce.</div>
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Whether your employees are down the hall or thousands of miles away in a client’s office, if you’re not measuring by results, you really don’t know who’s productive and who isn’t.</div>
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<span class="Apple-style-span" style="color: black;"><a href="http://www.openforum.com/articles/5-tips-for-managing-a-remote-team" style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; outline-color: initial; outline-style: none; outline-width: initial; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;" target="_blank">Results-based management</a> is nothing new or complex. In fact, it’s so simple even cavemen understood it. Find food, eat. No find food, hungry. Only results mattered, not how many people were involved or how many hours were spent hunting.</span></div>
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When you ignore where, when and how people work—when you focus on results—people are more productive, more creative and more successful.</div>
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Your company culture benefits, too, because results-based management:</div>
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<li style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 1em; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Requires that you really understands your goals</li>
<li style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 1em; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Ensures that your resources are aligned toward those goals</li>
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<li style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 1em; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Reduces cross-functional inefficiencies</li>
<li style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 1em; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Democratizes career advancement</li>
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First, establish a clear outcomes-based performance measurement system. Then establish personal performance goals with each employee and hold him or her accountable.</div>
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How you set those goals is critically important. Without a direct tie-in to organizational goals, you risk working harder and harder, to do better and better, at something you shouldn’t be doing at all.</div>
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The leader needs to set goals that are clearly and continually communicated. Everyone needs to be very clear on what the priorities are, why they’re important, and the role each person plays in reaching those goals. Performance goals need to be:</div>
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<li style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 1em; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Tied to your organization’s core values and overall goals</li>
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<li style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 1em; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Achievable—employees need to have the ability and tools to meet them</li>
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Top human resources experts agree, the key to unlocking employee potential is results-based management.<br />
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“Failure to promote anytime, anywhere work will dilute a company’s ability to attract, engage and manage diverse talent,” says Meryl Rosenthal, CEO and president of <a href="http://flexpaths.com/" style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; outline-color: initial; outline-style: none; outline-width: initial; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;" target="_blank">FlexPaths</a>.<br />
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Enabling a results-based culture is simple. “Detail what is expected of your staff—work products, availability, communication procedures—and hold them accountable wherever they are—at the office, the client’s office, the airport, the beach or at home,” says Judi Casey, principal investigator and director at <a href="http://workfamily.sas.upenn.edu/" style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; outline-color: initial; outline-style: none; outline-width: initial; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;" target="_blank">Sloan Work and Family Research Network</a>. </div>
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<span style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Work is a Verb</span></h2>
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Work is no longer about places, it’s about people. The work-anywhere culture has helped companies expand their talent pool, and attract top performers. It’s reduced their real estate, absenteeism, turnover and healthcare costs. It’s increased their competitive advantage. It’s improved collaboration and fostered teamwork. It’s exposed underperformers and eliminated workplace saboteurs. It’s uncovered weaknesses and improved efficiency. It’s helped companies reduce their carbon footprint. And it has ensured their ability to serve customers in the event of a disaster.</div>
<span style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;">Tom Harnish is a serial entrepreneur. Always on the bleeding edge of technology, he learned what works (and what doesn’t) leading projects, products and companies to success (mostly).<br /><br /> Read more tips and advice for <a href="http://www.openforum.com/keywords/managing" style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font: inherit; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; outline-color: initial; outline-style: none; outline-width: initial; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: baseline;" target="_blank">effective management</a>.<br /><br />Photo: Thinkstock </span></div>
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http://www.openforum.com/articles/the-key-to-effective-results-based-managing/?extlink=sm-openf-socialteam-tw
<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-39096328880238728742012-10-27T06:12:00.000-07:002012-10-27T06:17:58.239-07:00Mindfulness Helps You Become a Better Leader<div dir="ltr" style="text-align: left;" trbidi="on">
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I love to read this article. When you become a great leader, it is not about achieving position or getting more income. From this article, you will understand that balancing your life is very important. One of the ways is through meditation. In moslem way, we call it praying. It is required for us to pray five times every day. Praying is not important as a medication tool, but also as a tool to be a wise leader.</div>
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<span class="Apple-style-span" style="font-size: small;"><span class="Apple-style-span" style="font-weight: normal;">Mindfulness Helps You Become a Better Leader</span></span></h1>
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by Bill George | 8:00 AM October 26, 2012</div>
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<tr style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"><td id="shareTopGigya-reaction1-left" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"></td><td id="shareTopGigya-reaction1-icon" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; background-repeat: repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-align: left; vertical-align: middle; width: auto; zoom: 1;"><div id="shareTopGigya-reaction1-twitter_img" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: url(http://cdn.gigya.com/gs/GetSprite.ashx?path=%2FshareBar%2Fbutton%2Fbutton%5Bleft%2Cright%5DImg%5Bup%2Cover%5D.png%7C2%2C20%5E%2FshareBar%2Fbutton%2FrightCountImg.png%7C38%2C20%5E%2FshareBar%2Ficons%2F%5Bemail%2Ctwitter%2Clinkedin%2Cfacebook%2Cgoogle-plusone%5D.png%7C16%2C16); background-origin: initial; background-position: -62px 0px; background-repeat: no-repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; height: 16px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; position: static; width: 16px;">
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</td><td id="shareTopGigya-reaction1-right" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"></td></tr>
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</td><td style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: bottom; width: auto; zoom: 1;"><div class="gig-button-container gig-button-container-count-none gig-button-container-linkedin gig-button-container-linkedin-count-none gig-share-button-container" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 5px; padding-top: 0px; width: auto;">
<div alt="" class="gig-button gig-share-button gig-button-up gig-button-count-none" id="shareTopGigya-reaction2" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; cursor: pointer; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;" title="">
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<tr style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"><td id="shareTopGigya-reaction2-left" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"></td><td id="shareTopGigya-reaction2-icon" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; background-repeat: repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-align: left; vertical-align: middle; width: auto; zoom: 1;"><div id="shareTopGigya-reaction2-linkedin_img" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: url(http://cdn.gigya.com/gs/GetSprite.ashx?path=%2FshareBar%2Fbutton%2Fbutton%5Bleft%2Cright%5DImg%5Bup%2Cover%5D.png%7C2%2C20%5E%2FshareBar%2Fbutton%2FrightCountImg.png%7C38%2C20%5E%2FshareBar%2Ficons%2F%5Bemail%2Ctwitter%2Clinkedin%2Cfacebook%2Cgoogle-plusone%5D.png%7C16%2C16); background-origin: initial; background-position: -78px 0px; background-repeat: no-repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; height: 16px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; position: static; width: 16px;">
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</td><td id="shareTopGigya-reaction2-right" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"></td></tr>
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<tr style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"><td id="shareTopGigya-reaction3-left" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"></td><td id="shareTopGigya-reaction3-icon" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; background-repeat: repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-align: left; vertical-align: middle; width: auto; zoom: 1;"><div id="shareTopGigya-reaction3-facebook_img" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: url(http://cdn.gigya.com/gs/GetSprite.ashx?path=%2FshareBar%2Fbutton%2Fbutton%5Bleft%2Cright%5DImg%5Bup%2Cover%5D.png%7C2%2C20%5E%2FshareBar%2Fbutton%2FrightCountImg.png%7C38%2C20%5E%2FshareBar%2Ficons%2F%5Bemail%2Ctwitter%2Clinkedin%2Cfacebook%2Cgoogle-plusone%5D.png%7C16%2C16); background-origin: initial; background-position: -94px 0px; background-repeat: no-repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; height: 16px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; position: static; width: 16px;">
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Ever since the financial crisis of 2008, I have sensed from many leaders that they want to do a better job of leading in accordance with their personal values. The crisis exposed the fallacies of measuring success in monetary terms and left many leaders with a deep feeling of unease that they were being pulled away from what I call their True North.</div>
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As markets rose and bonus pools grew, it was all too easy to celebrate the rising tide of wealth without examining the process that created it. Too many leaders placed self-interest ahead of their organizations' interests, and ended up disappointing the customers, employees, and shareholders who had trusted them. I often advise emerging leaders, "You know you're in trouble when you start to judge your self-worth by your net worth." Nevertheless, many leaders get caught up in this game without realizing it.</div>
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This happened to me in 1988, when I was an executive vice president at Honeywell, en route to the top. By external standards I was highly successful, but inside I was deeply unhappy. I had begun to focus too much on impressing other people and positioning myself to become CEO. I was caught up with external measures of success instead of looking inward to measure my success as a human and a leader. I was losing my way.</div>
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My colleague, Harvard Professor Clayton Christensen, addressed this topic in his HBR article, <a href="http://hbr.org/2010/07/how-will-you-measure-your-life/ar/1" style="outline-color: initial; outline-style: none; outline-width: initial;">How Will You Measure Your Life?</a> Clay observed that few people, if any, intend at the outset of their career to behave dishonestly and hurt others. Early on, even Bernie Madoff and Enron's Jeff Skilling planned to live honest lives. But then, Christensen says, they started making exceptions to the rules "just this once."</div>
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At Harvard Business School, we are challenging students to think hard about their definition of success and what's important in their lives. Instead of viewing success as reaching a certain position or achieving a certain net worth, we encourage these future leaders to see success as making a positive difference in the lives of their colleagues, their organizations, their families, and society as a whole. The course that I created in 2005, Authentic Leadership Development (ALD), has become one of the most popular elective MBA courses, thanks to my HBS colleagues who are currently teaching it. It enables second-year MBAs to ground their careers in their beliefs, values, and principles, following the authentic leadership process described in my 2007 book, <a href="http://www.amazon.com/True-North-Discover-Authentic-Leadership/dp/0787987514" style="outline-color: initial; outline-style: none; outline-width: initial;">True North</a>. More recently, ALD has become a very popular course for executives of global companies.</div>
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With all the near-term pressures in today's society, especially in business, it is very difficult to find the right equilibrium between achieving our long-term goals and short-term financial metrics. As you take on greater leadership responsibilities, the key is to stay grounded and authentic, face new challenges with humility, and balance professional success with more important but less easily quantified measures of personal success. That is much easier said than done.</div>
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The practice of mindful leadership gives you tools to measure and manage your life as you're living it. It teaches you to pay attention to the present moment, recognizing your feelings and emotions and keeping them under control, especially when faced with highly stressful situations. When you are mindful, you're aware of your presence and the ways you impact other people. You're able to both observe and participate in each moment, while recognizing the implications of your actions for the longer term. And that prevents you from slipping into a life that pulls you away from your values.</div>
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I don't use the word "practice" lightly. In order to gain awareness and clarity about the present moment, you must be able to quiet your mind. That is tremendously difficult and takes a lifetime of practice. In 2012, I had the privilege of presenting my ideas on authentic leadership to his Holiness the Dalai Lama. When I asked him what it took to become an authentic leader, he replied, "You must have practices that you engage in every day."</div>
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My most important introspective practice is mediation, something I try to do for twenty minutes twice a day. In 1975 I went with my wife Penny to a Transcendental Meditation (TM) Workshop. Although I never adopted the spiritual portion of TM, the physical practice became an integral part of my daily routine. Meditation has been a godsend for me. As an active leader who has held highly stressful roles since my mid-twenties, I was diagnosed with high blood pressure in my early thirties. When I started meditating, I was able to stay calmer and more focused in my leadership, without losing the "edge" that I believed had made me successful. Meditation enabled me to cast off the many trivial worries that once possessed me and gain clarity about what was really important. I gradually became more self-aware and more sensitive to the impact I was having on others. Just as important, my blood pressure returned to normal and stayed there.</div>
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In recent years, medical studies have found evidence of meditation's many benefits, including<a href="http://www.smh.com.au/lifestyle/relax--its-good-for-you-20090819-eqlo.html" style="outline-color: initial; outline-style: none; outline-width: initial;">protecting against health problems from high blood pressure and arthritis to infertility</a>, <a href="http://www.ncbi.nlm.nih.gov/pubmed/15256293" style="outline-color: initial; outline-style: none; outline-width: initial;">reducing stress</a>, improving attention and sensory processing; and <a href="http://www.psyn-journal.com/article/S0925-4927(10)00288-X/abstract" style="outline-color: initial; outline-style: none; outline-width: initial;">physically altering parts of the brain associated with learning and memory, emotional regulation, and perspective-taking</a> — critical cognitive skills for leaders attempting to maintain their equilibrium under constant pressure.</div>
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While many CEOs and companies are embracing meditation, it may not be for everyone. The important thing is to have a set time each day to pull back from the intense pressures of leadership to reflect on what is happening. In addition to meditation, I know leaders who take time for daily journaling, prayer, and reflecting while walking, hiking or jogging. I also find it extremely helpful to share the day's events with Penny and seek her counsel.</div>
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Regardless of the daily introspective practice you choose, the pursuit of mindful leadership will help you achieve clarity about what is important to you and a deeper understanding of the world around you. Mindfulness will help you clear away the trivia and needless worries about unimportant things, nurture passion for your work and compassion for others, and develop the ability to empower the people in your organization.</div>
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More blog posts by <a href="http://hbr.org/search/Bill%20George" style="outline-color: initial; outline-style: none; outline-width: initial;">Bill George</a></div>
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Bill George is professor of management practice at Harvard Business School and former chair and CEO of Medtronic.</div>
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</td><td style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: bottom; width: auto; zoom: 1;"><div class="gig-button-container gig-button-container-count-none gig-button-container-twitter gig-button-container-twitter-count-none gig-share-button-container" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 5px; padding-top: 0px; width: auto;">
<div alt="" class="gig-button gig-share-button gig-button-up gig-button-count-none" id="shareBottomGigya-reaction1" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; cursor: pointer; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;" title="">
<table cellpadding="0" cellspacing="0" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"><tbody style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;">
<tr style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"><td id="shareBottomGigya-reaction1-left" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"></td><td id="shareBottomGigya-reaction1-icon" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; background-repeat: repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-align: left; vertical-align: middle; width: auto; zoom: 1;"><div id="shareBottomGigya-reaction1-twitter_img" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: url(http://cdn.gigya.com/gs/GetSprite.ashx?path=%2FshareBar%2Fbutton%2Fbutton%5Bleft%2Cright%5DImg%5Bup%2Cover%5D.png%7C2%2C20%5E%2FshareBar%2Fbutton%2FrightCountImg.png%7C38%2C20%5E%2FshareBar%2Ficons%2F%5Bemail%2Ctwitter%2Clinkedin%2Cfacebook%2Cgoogle-plusone%5D.png%7C16%2C16); background-origin: initial; background-position: -62px 0px; background-repeat: no-repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; height: 16px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; position: static; width: 16px;">
</div>
</td><td id="shareBottomGigya-reaction1-right" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"></td></tr>
</tbody></table>
</div>
</div>
</td><td style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: bottom; width: auto; zoom: 1;"><div class="gig-button-container gig-button-container-count-none gig-button-container-linkedin gig-button-container-linkedin-count-none gig-share-button-container" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 5px; padding-top: 0px; width: auto;">
<div alt="" class="gig-button gig-share-button gig-button-up gig-button-count-none" id="shareBottomGigya-reaction2" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; cursor: pointer; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;" title="">
<table cellpadding="0" cellspacing="0" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"><tbody style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;">
<tr style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"><td id="shareBottomGigya-reaction2-left" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"></td><td id="shareBottomGigya-reaction2-icon" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; background-repeat: repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-align: left; vertical-align: middle; width: auto; zoom: 1;"><div id="shareBottomGigya-reaction2-linkedin_img" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: url(http://cdn.gigya.com/gs/GetSprite.ashx?path=%2FshareBar%2Fbutton%2Fbutton%5Bleft%2Cright%5DImg%5Bup%2Cover%5D.png%7C2%2C20%5E%2FshareBar%2Fbutton%2FrightCountImg.png%7C38%2C20%5E%2FshareBar%2Ficons%2F%5Bemail%2Ctwitter%2Clinkedin%2Cfacebook%2Cgoogle-plusone%5D.png%7C16%2C16); background-origin: initial; background-position: -78px 0px; background-repeat: no-repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; height: 16px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; position: static; width: 16px;">
</div>
</td><td id="shareBottomGigya-reaction2-right" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"></td></tr>
</tbody></table>
</div>
</div>
</td><td style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: bottom; width: auto; zoom: 1;"><div class="gig-button-container gig-button-container-count-none gig-button-container-facebook gig-button-container-facebook-count-none gig-share-button-container" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 5px; padding-top: 0px; width: auto;">
<div alt="" class="gig-button gig-share-button gig-button-up gig-button-count-none" id="shareBottomGigya-reaction3" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; cursor: pointer; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;" title="">
<table cellpadding="0" cellspacing="0" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"><tbody style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;">
<tr style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"><td id="shareBottomGigya-reaction3-left" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"></td><td id="shareBottomGigya-reaction3-icon" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; background-repeat: repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-align: left; vertical-align: middle; width: auto; zoom: 1;"><div id="shareBottomGigya-reaction3-facebook_img" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: url(http://cdn.gigya.com/gs/GetSprite.ashx?path=%2FshareBar%2Fbutton%2Fbutton%5Bleft%2Cright%5DImg%5Bup%2Cover%5D.png%7C2%2C20%5E%2FshareBar%2Fbutton%2FrightCountImg.png%7C38%2C20%5E%2FshareBar%2Ficons%2F%5Bemail%2Ctwitter%2Clinkedin%2Cfacebook%2Cgoogle-plusone%5D.png%7C16%2C16); background-origin: initial; background-position: -94px 0px; background-repeat: no-repeat no-repeat; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; height: 16px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; position: static; width: 16px;">
</div>
</td><td id="shareBottomGigya-reaction3-right" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;"></td></tr>
</tbody></table>
</div>
</div>
</td><td style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; vertical-align: bottom; width: auto; zoom: 1;"><div class="gig-button-container gig-button-container-count-none gig-button-container-google-plusone gig-button-container-google-plusone-count-none gig-share-button-container" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 5px; padding-top: 0px; width: auto;">
<div id="shareBottomGigya-reaction4" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: none; background-origin: initial; border-bottom-left-radius: 0px 0px; border-bottom-right-radius: 0px 0px; border-bottom-style: none; border-color: initial; border-left-style: none; border-right-style: none; border-top-left-radius: 0px 0px; border-top-right-radius: 0px 0px; border-top-style: none; border-width: initial; float: none; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; width: auto;">
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<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-124052041624735872012-09-05T07:05:00.004-07:002012-09-05T07:09:44.525-07:00Understanding the Roots of Terrorist in Indonesia<div dir="ltr" style="text-align: left;" trbidi="on">
Last night I watched a good talk show in our national television. It discussed why there are still many terrorist attacts in Indonesia. One of the best argumentations came from Inspector General Tito Karnivan. He was one of chief deputy at Anti Terrorist Agency (BNPT). Recently he has been promoted as Police Chief at Papua.<br />
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In the talk show, he argued that the roots of terrorist in Indonesia came from <a href="http://id.wikipedia.org/wiki/Negara_Islam_Indonesia">DI/TII</a> and JAT. It means when we want to learn about this, whe should learn about the history of DI/TII and JAT. He explained clearly the Indonesian terrorist connection. I think what had been explained can be read also from the article in this link <a href="http://www.crisisgroup.org/en/regions/asia/south-east-asia/indonesia/228-how-indonesian-extremists-regroup.aspx">How Indonesia Extrimists Regroup</a>.<br />
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The knowledge from the talk show has supported my hypotheses that we still have problems in developing an integrated nation. Although it had been declared in 1945 through Indonesian Proclamation by our founders, in reality we still in the process to be an integrated nation (NKRI). I hope NKRI is not only an intent, but can become reality.<br />
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To achieve our goal as an integrated nation, we should always learn how to improve the economic and social welfare of the people. I believe public sector reform can play its role in improving Indonesian economic and social welfare, especially on how to improve public service process from public officers to clients.<br />
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In reality, government of Indonesia has implemented public sector reform program. It has also been put in the national agenda. Unfortunately, what has been implemented so far is a formalised bureaucratic reform program. That is why citizens as the beneficiary of the public services could not feel or experience direct benefit of the bureacratic reform program. Although many government agencies in central and local level have developed some bureaucratic reform programs, there is not enough research in designing the program. On the other side, the programs are not initiated by the involvement of the citizents, but usually only discussed in the internal side of the government agencies. As a result, it is important for the government of Indonesia to rethink the strategy in designing better public sector program.<br />
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<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-50777910858803353742012-08-28T18:02:00.001-07:002012-08-28T18:02:00.937-07:00Govt bureaucratic reform initiative stalling: Experts<div dir="ltr" style="text-align: left;" trbidi="on">
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Govt bureaucratic reform initiative stalling: Experts</h1>
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The Jakarta Post, Jakarta | National | Wed, August 29 2012, 7:36 AM </div>
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Experts say that the government has made little progress, if any at all, in its efforts to reform the bureaucracy 14 years after the start of the reform movement.<br /><br />They also warned that nothing will have been achieved by the end of the year when the government’s two-year plan to accelerate bureaucratic reform expires.<br /><br />“The 1998 reform movement started 14 years ago but the bureaucratic reform has not run its course as it should have done. What we have now is far from good enough,” Kuntoro Mangkusubroto, the head of the Presidential Working Unit for Supervision and Management of Development (UKP4) said on Tuesday.<br /><br />Kuntoro said that the complacency and inertia that especially plagued some ministries had contributed to the setback in the process of reform.<br /><br />“The fact of the matter is that some bureaucrats have stayed in their ministries for far too long and this has delayed reform plans that have been laid out in the 2025 grand design for bureaucratic reform.”<br /><br />He said that the bureaucratic reform had failed to achieve progress in three areas; oversight of political leaders, control of budget disbursement and the creation of an open government.<br /><br />Kuntoro gave as an example one of the biggest problems plaguing most ministries; the fact that they do not even know how to monitor their own budgets.<br /><br />“Our efforts are aimed at providing them with a better understanding of the importance of budget monitoring as part of reforming the bureaucracy,” he said.<br /><br />Earlier, Administrative Reforms Minister Azwar Abubakar said that inefficient management, a sluggish culture and corruption were among the challenges faced by the Indonesian government in launching bureaucratic reform.<br /><br />“An efficient bureaucracy can support the infrastructure development in this country, therefore bureaucratic reform is very important,” he said in his speech to open the Bureaucratic Reform Conference, Exhibition and Stakeholder Meeting on Monday.<br /><br />Sofian Effendi, a former head of the State Personnel Administration Body (BAKN), said that the government could be faulted for the lack of progress in bureaucratic reform as it had adopted the wrong strategy in pursuing its goals.<br /><br />“Most of the ministries think that bureaucratic reform means reform of the remuneration system of government employees. In fact this has nothing to do with building the capacity of the human resources,” he said.<br /><br />Sofian said that the ministries’ preoccupation with a better remuneration system had only aggravated the problem.<br /><br />“This step only creates a very high-cost bureaucracy with a very low productivity, and this will soon bankrupt the country,” he added.<br /><br />Sofian said that by 2019 there would be a total of 4.7 million civil servant retirees who would cost the government Rp 168 trillion (US$17.6 billion) in pensions.<br /><br />“Expenditure on paying the salaries of civil servants makes up 40 percent of the state budget and 65 percent of the local budget. There is so little left for public services and capital expenditure,” he said.<br /><br />Sofian said that the government could renew its efforts on reforming the bureaucracy by making drastic changes.<br /><br />“What the government could do is to change the performance culture, implement organizational streamlining, deal with bottlenecks in the drafting of regulation and simplify management procedures,” he said.<br /><br />Kuntoro said that in spite of all the problems plaguing the bureaucracy, bureaucratic reform could still have the chance to succeed.<br /><br />“We can see the agents of change everywhere, one of the examples is the Traffic Management Center [TMC] by the Jakarta Police which can provide real-time information on the traffic situation on the social media. It may be a very small step in improving public services, but it means we still have hope,” he said. <strong>(nad)</strong></div>
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<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-30513522812659958652012-08-27T01:43:00.000-07:002012-08-27T18:12:09.331-07:00 Rethinking Indonesia’s bureaucratic reform<div dir="ltr" style="text-align: left;" trbidi="on">
<span class="Apple-style-span" style="color: #333333; font-family: Arial, Helvetica, sans-serif; font-size: 13px; line-height: 20px;">In this article, Gatot recommends the easiest thing that can be implemented in the public sector reform without major investments in time and money, i.e. changing the mode of interaction with the public. One of the examples is when providing ID cards. It is recommended the process start by prompting citizens with ID cards about to expire one month in advance through a short message service (SMS), which can easily be supported by information technology. </span><br />
<span class="Apple-style-span" style="color: #333333; font-family: Arial, Helvetica, sans-serif; font-size: 13px; line-height: 20px;"><br /></span><span class="Apple-style-span" style="color: #333333; font-family: Arial, Helvetica, sans-serif; font-size: 13px; line-height: 20px;">Based on my knowledge, what is recommended by Gatot has been implemented by some local governments. Unfortunately, there is a problem in maintaining the system. One of the problem is local governments have to support the budget for sending SMS, which is not cheap. Finally, without enough budget, they close the SMS system. It means to make it success bureaucratic reform should be supported with broader reform, including public financial management reform. That is the reason why some foreign governments do not like to use the term of bureaucratic reform, like Korea. They use the term of Korea Reform. </span><br />
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<span class="Apple-style-span" style="color: #333333; font-family: Arial, Helvetica, sans-serif; font-size: 13px; line-height: 20px;">When we use the term of bureaucratic reform, we only think that the main problem is in the bureaucratic. Another problem, it would be difficult to receive direct support from bureaucratic. There would be a misunderstanding among bureaucratic people that bureaucratic reform is like fighting public service officers. Sometimes we do not understand that the term of bureaucratic reform has made the perception that public service officers are the enemies of the reform. </span><br />
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<span class="Apple-style-span" style="color: #333333; font-family: Arial, Helvetica, sans-serif; font-size: 13px; line-height: 20px;">To summarize, if we want to have better result in public sector reform, it is better to use public sector reform or bureaucratic reform rather than bureaucratic reform. </span><br />
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Rethinking Indonesia’s bureaucratic reform</h1>
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Gatot Widayanto, Jakarta | Opinion | Mon, August 27 2012, 4:47 AM</div>
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Tapscott and William’s Macrowikinomics (2010) discusses a mind-boggling topic entitled “Creating Public Value: Government as a Platform for Social Achievement” in chapter 14. The topic is definitely in line with the ultimate aim of Indonesia’s bureaucratic reform: Creating clean government that provides excellent services to its people, with creating public value a major theme<br />
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In some ways, bureaucratic reform has been mistakenly perceived by some as a generous government initiative to provide additional income to civil servants through what is called a performance bonus. This perception has sparked negative views among civil servants themselves as the bonus is not directly linked to performance but rather to punctuality, or clocking in and out of the office, which is far from the aim of provide excellent services to create public value.<br />
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We must think back the long-term vision to achieve world class government by 2025 and evaluate what we have done so far, ensuring the actions taken are heading in that direction. The major issues in bureaucratic reform have long been identified and they revolve around two categories: systems such as structures, processes, and procedures; and people. Both are important as no change happens without them.<br />
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There is no way of implementing a new system without providing adequate skills, knowledge and attitudes to the people who will carry out the new system. There will be no fundamental change if we focus only on attitudes, without changing processes or procedures.<br />
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In any change initiative, two things emerge. The first is comprised new processes, new procedures, new structures, new facilities and the like, which require new skills to perform. The second and most important is the attitude of the people who perform the new tasks. Building new attitudes is much more important than new skills. People with new attitudes will behave openly to new ideas and exhibit strong will in delivering the best they can.<br />
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Focusing too much on building new skills and capabilities — put aside the attitude building — will foster mediocrity. Why? People with the right attitudes will act all-out as they know why they do what they do, as the vision in their minds is very clear. Government agencies must first focus their efforts on building new attitudes as a critical component of their reform agenda.<br />
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The next question is what attitudes? It must link somehow with the ultimate aim of reform where clean government basically requires people with integrity. To provide excellent services to the public, proficient civil servants are required. So, these two attitudes — integrity and proficiency — are very critical to making bureaucratic reform materialize.<br />
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The second attitude has a direct link to skills development, as being proficient means being skillful. There are soft components of “being proficient” that have something to do with attitudes, for example responding promptly to requests from the public or citizens over the phone or through direct interaction, acknowledging citizens who come to the office, treating citizens politely and the like. These attitudes have little to do with proficiency but are critical to providing an excellent service.<br />
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Max Weber, the earliest proponent of bureaucracy, said the main elements of bureaucracy were hierarchy, the division of labor, a set of standard operating procedures and impersonal relationships. Knowing this, it is imperative to start reform by focusing on some of these elements, such as changing hierarchy through massive organizational restructuring.<br />
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Executed properly, this will serve as high leverage of reform as the public will see that the agency is seriously taking charge of change to improve its services to the public. However, this exercise is painful and it typically creates resistance from people in the agency. Much preparatory work must be carried out carefully, crafted by the top leader of the agency, addressing the concerns and expectations of those impacted and how the agency will treat them.<br />
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There are other, simple things that can be implemented without major investments in time and money but that can still generate a significant public impact. The easiest thing is to change the mode of interaction with the public.<br />
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Let’s take a simple example of providing identity cards to the public at local government through to village leader level. The process can start by prompting citizens with ID cards about to expire one month in advance so that they are reminded. With the advance of telecommunication technology this can be easily done through a short message service (SMS) using a mobile phone. This also can be done by local police using driving licenses. There is no reason for not being able to do it as they know when the ID cards or driving licenses are about to expire.<br />
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Other simple things include building punctuality in delivering promises to citizens as well as conducting internal meetings, releasing special car park spaces usually allotted to Echelon 1 staff to guests/citizens, reporting the personal assets of civil servants, halting the use of office facilities (cars, office space, etc.) for personal use, stopping the receipt of gratuities when visiting local governments and the like.<br />
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All these simple things do not require major efforts, but they do require strong will, especially from those in top positions, to set good examples for others to follow. Remember, our culture tends to look at what the people at the top are doing before people are ready to follow.<br />
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Having had the right attitudes and implemented simple things, there is then a need to standardize the practice so that the outputs and outcomes can be precisely predicted through the use of information technology.<br />
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One may question the huge investment in the deployment of IT. But hold on. If local governments such as Surabaya or Pekalongan can make it happen, then why not the central government at ministry level?<br />
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Let’s learn from Vivek Kundra — the federal chief information officer in the District of Columbia, US. Where most governments build mainframes and buy expensive software, Kundra is encouraging federal agencies to use free Google services and open-source wikis for everything from word processing to performance measurement to service improvement. He calls it the government cloud, but think “app store for government” — a place where employees can access a vast ecosystem of secure applications and data sets for doing their jobs.<br />
(Macrowikinomics, p. 259).<br />
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The Pekalongan mayor said clearly that during his administration he instructed his employees to use open source software so that they were free of any possible legal cases. The message is clear that making the best use of IT does not necessarily correspond to a huge investment in IT infrastructure. Software can be obtained from an open source. The chief reason to use IT is to secure standard, accurate and quick services to the citizens and obviously to eliminate possible bribery — so it creates clean government.<br />
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To summarize, all three things: attitude building, making actions with simple things and making the best use of IT are critical to making the reform agenda “fly” and not stay at the planning stage, never being implemented. At the outset, all of these things are deployed with VALUE principle in mind: Vision and Action Lead Us to Excellence.<br />
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Vision without action is just a dream, action without vision is just an activity, but when combined, both create sustainable value for the public.<br />
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<em style="border-bottom-width: 0px; border-color: initial; border-left-width: 0px; border-right-width: 0px; border-style: initial; border-top-width: 0px; font-size: 13px; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-decoration: none; vertical-align: baseline;">The writer is a change management adviser to the vice minister’s Functional Team at the Administrative Reforms Ministry. The opinions expressed are his own.</em></div>
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<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-38942062104869379632012-08-08T23:43:00.001-07:002012-08-08T23:43:06.728-07:00Batik Solo Carnival<p><a href="http://lh6.ggpht.com/-s46tGffymIw/UCNb6HIOBZI/AAAAAAAAAgI/Ye1-GtysVGQ/s1600-h/IMG-20120630-00052%25255B2%25255D.jpg"><img style="background-image: none; border-bottom: 0px; border-left: 0px; padding-left: 0px; padding-right: 0px; display: block; float: none; margin-left: auto; border-top: 0px; margin-right: auto; border-right: 0px; padding-top: 0px" title="IMG-20120630-00052" border="0" alt="IMG-20120630-00052" src="http://lh4.ggpht.com/-YRWyVdHd7a8/UCNb6pZaSKI/AAAAAAAAAgQ/ZP2F4_yVZ84/IMG-20120630-00052_thumb.jpg?imgmax=800" width="244" height="184"></a></p> <p><a href="http://lh4.ggpht.com/-0ErxFwTWr_o/UCNb7NFUM4I/AAAAAAAAAgY/Ze-_1qm5fnQ/s1600-h/IMG-20120630-00051%25255B2%25255D.jpg"><img style="background-image: none; border-bottom: 0px; border-left: 0px; padding-left: 0px; padding-right: 0px; display: block; float: none; margin-left: auto; border-top: 0px; margin-right: auto; border-right: 0px; padding-top: 0px" title="IMG-20120630-00051" border="0" alt="IMG-20120630-00051" src="http://lh5.ggpht.com/-boHj9-INfWo/UCNb7swjIVI/AAAAAAAAAgg/wwYXZbbBJ5o/IMG-20120630-00051_thumb.jpg?imgmax=800" width="244" height="184"></a></p> <p><a href="http://lh5.ggpht.com/-WtHAAoPEcr0/UCNb8M2RF9I/AAAAAAAAAgo/jyRSd5gwR7g/s1600-h/IMG-20120630-00050%25255B2%25255D.jpg"><img style="background-image: none; border-bottom: 0px; border-left: 0px; padding-left: 0px; padding-right: 0px; display: block; float: none; margin-left: auto; border-top: 0px; margin-right: auto; border-right: 0px; padding-top: 0px" title="IMG-20120630-00050" border="0" alt="IMG-20120630-00050" src="http://lh4.ggpht.com/-a0RvvP2Rmo0/UCNb8W3f9cI/AAAAAAAAAgw/E3Or6rRbl7s/IMG-20120630-00050_thumb.jpg?imgmax=800" width="244" height="184"></a></p> <p><a href="http://lh6.ggpht.com/-1hLZxTF83bQ/UCNb9MIWNfI/AAAAAAAAAg4/5cwRi4HXcZE/s1600-h/IMG-20120630-00049%25255B2%25255D.jpg"><img style="background-image: none; border-bottom: 0px; border-left: 0px; padding-left: 0px; padding-right: 0px; display: block; float: none; margin-left: auto; border-top: 0px; margin-right: auto; border-right: 0px; padding-top: 0px" title="IMG-20120630-00049" border="0" alt="IMG-20120630-00049" src="http://lh4.ggpht.com/-OoFjKWu5zVo/UCNb9vrCpKI/AAAAAAAAAhA/0QlEg4GR42c/IMG-20120630-00049_thumb.jpg?imgmax=800" width="244" height="184"></a></p> <p><a href="http://lh3.ggpht.com/-lg-geaQHQoY/UCNb9wR0J0I/AAAAAAAAAhI/VcR1fyielnE/s1600-h/IMG-20120630-00048%25255B2%25255D.jpg"><img style="background-image: none; border-bottom: 0px; border-left: 0px; padding-left: 0px; padding-right: 0px; display: block; float: none; margin-left: auto; border-top: 0px; margin-right: auto; border-right: 0px; padding-top: 0px" title="IMG-20120630-00048" border="0" alt="IMG-20120630-00048" src="http://lh5.ggpht.com/-aWK7vzu0mHI/UCNb-Z3MhPI/AAAAAAAAAhQ/8MImAs7FVdo/IMG-20120630-00048_thumb.jpg?imgmax=800" width="244" height="184"></a></p> <p>In June this year, I had a conference at Solo, East Java. At the same time, there was Batik Solo Carnival. There was a parade from sport stadium to the center of city. </p> <p>With the help of our friends, Ibu Eny, one of the major assistants, we sat at VIP area in the sport stadium. From this place, I took some pictures from the parade. I hope you enjoy it. </p> <div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-51725153820537099022012-08-08T23:27:00.001-07:002012-08-08T23:29:27.252-07:00Mesjid-Baiturrahim at Banda Aceh<p><a href="http://lh4.ggpht.com/-C_870GZlCg8/UCNYNXKrinI/AAAAAAAAAfw/lmDZTIY3BNo/s1600-h/IMG-20120521-00040%25255B2%25255D.jpg"><img style="background-image: none; border-bottom: 0px; border-left: 0px; padding-left: 0px; padding-right: 0px; display: block; float: none; margin-left: auto; border-top: 0px; margin-right: auto; border-right: 0px; padding-top: 0px" title="IMG-20120521-00040" border="0" alt="IMG-20120521-00040" src="http://lh3.ggpht.com/-Uxx9uvfzMr0/UCNYN0MM1SI/AAAAAAAAAf4/UhKwF9V37mI/IMG-20120521-00040_thumb.jpg?imgmax=800" width="244" height="184"></a></p> <p>Some months ago I had an opportunity to visit Banda Aceh. I visited one the masque at Ulee-lhe, i.e. Mesjid-Baiturrahim. It is a historic building at Banda Aceh. It was one the masques that was not destroyed by Tsunami. It still can stand up firmly until now. However, this masque needs improvement in handling water circulation. When we prayed at this masque, it was very difficult for us to find the water for cleaning our body before praying (<em>wudu</em>). I hope the local government could solve this problem. </p> <div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-23727450238643122382012-08-08T22:04:00.001-07:002012-08-08T22:08:49.070-07:00Formalizing the User RequirementsOne of the most difficult things in developing information system is defining the requirement. Usually, users do not understand how to define their requirements. Sometimes, they also do not know what is their problems. They only state that they need information technology to support their jobs. As a result, it is very important for us to formalize the requirements.<br />
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IT developers should define the requirement first. There is a lot of approach in definining and formalizing the requirements. One of the approach is using software requirement spesicification (SRS) document. The document template could be downloaded from the internet. An example of the document could be accessed from this address https://services.brics.dk/java/courseadmin/SoITS/documents/getDocument/CafeteriaOrderingSystem.pdf?d=52680.</div>
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If you understand use case diagram, it is better for you to use it when defining the functional diagram. You can use computer software or pen when making the diagram. After finishing the diagram, then you can put the diagram in the SRS document.</div>
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SRS document is very important when you developing the new system, especially when there is no similar system in the market. If you prepare the document well, then you can define what the system to be developed.</div>
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Unfortunately, in Indonesia there is not many developers who develop their system started from SRS document. That is the reason why many projects fail in this country. Usually, after constructing the system, users argue that the system is not like what they need.<br />
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If you do want your projects fail, please make sure you have prepared your SRS document.<br />
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<br /></div><div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-87562588155820665892012-04-17T19:54:00.001-07:002012-07-20T22:23:49.338-07:00Controlling System and Leadership in Fighting Corruption<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span style="font-size: small;">In handling the rising of corruption in Indonesia, an expert argued that there is a need in improving controlling system. We also need a leader who has character in punishing any government people who involved with corruption case. </span> </span><br />
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<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span style="font-size: small;">I agree with those statements. To fight corruption, it is very important to set up a good controlling system. The controlling system must be setup at every organization level. With good controlling system, there will be checks and balances among government institutions. </span> </span><br />
<span style="font-family: Arial, Helvetica, sans-serif; font-size: small;">Controlling system should also supporting by a leadership. A leader should has a character on implementing the controlling system. With leadership, every corruption allegation could be followed up as soon as possible. As a result, government people will think twice when they want to do corruption. Finally, it will minimize the corruption level in government organization. </span><div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-74758106374070805062012-07-19T08:42:00.000-07:002012-07-19T08:42:01.208-07:00Impressing Story from Disable PersonThis evening I saw an impressing story from Australian Network about a disable man with his brother who promoting urangutans. If you want to know more about their stories, please access http://tearsinthejungle.com/. I hope you will enjoy it. Please support them in saving orangutans.<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-61813727688984051172012-06-14T20:50:00.000-07:002012-06-14T20:50:06.683-07:00Whas is Accountability?I found a good presentation in describing what is accountability from slideshare.net. This is the link: <a href="https://docs.google.com/open?id=0B9K501J7arTrSVliWGx1aWlpeXc">https://docs.google.com/open?id=0B9K501J7arTrSVliWGx1aWlpeXc</a><div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-77076668958922131412012-04-29T19:04:00.001-07:002012-05-07T00:45:39.426-07:00ID Card Regulation for Pulic Service ProvidersIn the beginning of this month, National Police released a statement about Inafis, in which an identification card for identifying the crime history of citizen. The project received many comments from the people. Mostly it was because there was a similar project that is still going on, i.e. National identification card (e-KTP).<br />
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Because of the comments from the public, the Inafis project was halted temporary.
I agree with the comments from the public and this temporary decision. However, I think now the government should learn from this case. It can also become the momentum for the government to regulate the ID card system. Uncoordinated initiatives from the public sector providers have made inconvenience condition to citizens.<br />
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As a receiver of public service, currently a citizen has to hold many cards. If the government could not regulate ID card system, a citizen would not able to maintain all the cards in his/her pocket. As a result, it is very important for the government to release new regulation in relation with ID card. The regulation should be initiated with the ID card from public service providers.<br />
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Regulation is very important because currently there is no coordination among the public service providers when releasing the ID card. For example, as a public service receiver from government-owned electricity company, I have an ID card that I received some weeks ago. As a government officer, I also received an ID card from State Personnel Agency. However, I never use both of these cards.<br />
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The cards are useless because there is no functionality from both of the cards. The function of the cards is only for informing my ID, which can be accessed from other sources. If I want to know my ID number information from the electricity company, I could read it on the electricity meter.
From the Inafis case, the government should learn that regulating the ID card is now very important. The government should initiate the regulation for ID cards that released by public service providers first.<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0tag:blogger.com,1999:blog-4641674473923805821.post-28591965740575173572012-05-02T01:36:00.001-07:002012-05-07T00:44:33.389-07:00Serving the VisitorYesterday, I had some guests from Ministry of Civil Service Empowerment and Bureaucratic Reform. Currently, they are developing Government Resource Management System (GRMS). They have researched the implementation of some systems in each ministry. For example, they learned that e-planning has been developed at Ministry of Planning, e-budgeting at Ministry of Finance, e, procurement at Procurement Policy Agency, and so on.<br />
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However, they never learned about the implementation of e-controlling system. As a result, they could not finish the GRMS concept. To finalize the concept, they were searching e-controlling system. They were very lucky when they received information from one of deputies at Ministry of Civil Service Empowerment and Bureaucratic Reform. According to deputy, he heard that my office was in the process of implementing e-controlling system. That was the reason why they visited my office.<div class="blogger-post-footer">Copyright © 2008 Rudy M. Harahap. Rudy M. Harahap is providing information and services on the Blog in furtherance of its non-profit and tax-exempt status. Permission to use, copy and distribute documents delivered from this Blog server and related graphics is hereby granted for private, non-commercial and education purposes only.</div>Rudy M Harahaphttp://www.blogger.com/profile/05793578752309628333noreply@blogger.com0