Tahun 2009 sebentar lagi berlalu, banyak hal yang telah terjadi, banyak hal yang menjadi ujian kecil yang harus dilewati dengan ucapan syukur. Ada hal penting yang mengubah hidup saya yaitu Pembelajaran.
Tahun 2009 saya menyelesaikan tugas belajar di Jogja setelah melewati dosen yang dapat disebut “killer lady”. Dosen pembimbing saya sungguh-sungguh secara signifikan pada alpha 1% berpengaruh terhadap perubahan karakter saya :D. Rata-rata temen yang lain dibimbing dosen yang lain sekitar 4-6 bulan, sedangkan saya harus melewati 9 bulan mungkin lebih. Salah milih dosen sie :D. Pengen milih dosen yang teliti koq dapat dosen yang sangat teliti :D.
Pertama yang saya pelajari adalah landasan teori atas thesis tsb, sampai-sampai disuruh membawa sekitar 50 jurnal lebih untuk beliau test scara langsung apakah saya membaca jurnal-jurnal tersebut. Setelah landasan teori selesai semua data diuji terlebih dahulu, apakah benar-benar mendukung hipotesis yang saya ajukan. Kemudian data diolah dengan berbagai cara-cara yang dapat diterima secara akademik sampai saya harus menguji dengan dua program statistics dan beberapa pendekatan.
Tambahan lagi cara penulisan, merangkai kata per kata menjadi sebuah kalimat, kalimat menjadi paragraph dan rangkaian paragraph menjadi cerita yang utuh dan menarik. Semua hal melalui filter yang teramat susah..Teramat melelahkan, segala rasa senang, datar, marah bercampur aduk dalam satu episode cerita thesis. Tidak bisa tidak, bukan hanya secara akademik beliau membimbing saya, perubahan pun terjadi dalam karakter saya. Kadang saya harus menunggu sampai 1 bulan hanya untuk bertemu dengan beliau walau hanya sekitar 10 menit, pernah sampai 2 bulan tidak ktemu beliau, pernah juga setelah menunggu skitar 2 minggu dan 1 jam dikantor beliau, beliau muncul dan mengatakan “kamu tidak bisa konsultasi hari ini dengan saya”, tanpa kata maaf ataupun rasa penyesalan :D.
Pernah kejadian pada akhir desember tahun lalu ketika beliau mengatakan masih dapat konsultasi sampai tanggal 24 Desember 2008, saya sms terus untuk menanyakan jadwal konsultasi tidak ada jawaban, padahal saya sudah mau dibelikan tiket pesawat untuk ke Jakarta pada tanggal 24 Desember 2008 oleh seorang sahabat. Saya beruntung mempunyai sahabat seorang perwira di TNI AU dinas di Jogja yang memberikan saya kesempatan untuk pulang ke Jakarta naek Hercules tanggal 25 Desember 2008. Beruntung lagi di Hercules tersebut ketemu dengan sahabat saya seorang pilot F-16 sampai sahabat saya tersebut mengantarkan saya :).
Rasa kecewa yang terkadang timbul setelah bertemu beliau saya terkadang marah dalam kesendirian sehingga terkadang persoalan hanya disimpan tanpa perlu orang lain tau. Beliau berpengaruh dalam memperkuat mental saya, menyadari siapa diri saya. Proses pembelajaran kesabaran pun menjadi hal yang sangat penting bersama beliau. Proses pemikiran terpengaruh dengan selalu mencoba mempelajari konsep dasar secara utuh, membiasakan berdasarkan data-data dan arsip yang jelas, menguji validitas informasi sampai pada akhirnya kesimpulan yang fair lalu tindakan yang dapat dipertanggungjawabkan. Proses perubahan karakter yang membuat saya merasa semakin lambat bertindak karena banyak hal yang harus dipertimbangkan.
At the end, saya mengucapkan banyak terima kasih kepada beliau yang telah membimbing saya belajar membentuk sebuah opini yang cenderung fair dalam berbagai hal. Hal yang menarik adalah memahami bagaimana menantang logika seseorang sampai sebuah misteri terkuak. Perasaan??? Hmm…benarkah ada perasaan?. Yg pasti ada adalah otak dan locus temporal:p.
Oya hasil yang saya peroleh secara akademik tidaklah memuaskan. Alasan saya sederhana, pembelajaran tidak hanya terjadi di lembaga pendidikan:p. Ada hal lain yang lebih penting dari sekedar gelar akademik yang bertambah. Dan justru di dunia nyata saya belajar lebih banyak hal. Selama tugas belajar, saya membangun hubungan baik ke banyak pihak. Pada temen-temen kuliah, pada temen-temen baru yang berasal dari padepokan yang sama dengan saya, walopun waktu tidak memungkin kami bertemu saat di padepokan :D.
Dengan temen-temen kuliah, tentu saja dengan latar belakang yang berbeda, saya bisa belajar mengetahui culture suatu masyarakat, meluangkan waktu dengan temen2 kuliah terkadang menyenangkan, terkadang membosankan ktika membahas tugas kuliah:D. Bahkan saya sering meluangkan waktu dengan belajar kesederhanaan serta kerendahan hati dari masyarakat setempat. Pasti ada yang ga percaya saya pernah ketemu dengan seorang mbah yang menurut pernyataan beliau, beliau menguasai ilmu apa tuh yg bisa berada di dua tempat dalam waktu bersamaan :D. Believe me, it’s true..:)
Dengan adik-adik yang satu padepokan, well pertama-tama ketemuan, saya akui saya lebih sering marah-marah ke mereka :D.. n saya ga perlu minta maaf lho:p. Banyak perbedaan yang mempengaruhi. Amazingly, saya rasa kami sama2 belajar memahami, pada akhirnya saya pun mengakui, adik2 saya tsb orang2 hebat..tentu saja belum sehebat senior2nya :p. At least ketika mereka melakukan sesuatu yg tidak maksimal, keberanian mengakui hal-hal yang kurang dan kemampuan up grade karakter dan skill dalam waktu singkat patut dihargai, salute :). Saya juga merasa beruntung sekali, karena kami bisa share pengetahuan dan pengalaman.
Saya juga pernah mengikuti sebuah kegiatan pada suatu waktu di Jogja dan Magelang yang diikuti oleh para senior saya, saya beruntung sekali, saya bisa LAGI belajar kesabaran dan ketaatan walaupun melelahkan karena 5 hari kurang tidur :D. Bisa dibayangkan, 1 kompi senior mau datang, dan senior yang ada hanya mengatakan “Klas, kamu siapkan segala sesuatu, nanti kasih tau abang”.. Lalu pada saat hari-hari pertemuan tersebut, pernah sekitar jam 12 malam seorang senior merubah tempat pertemuan, dan senior itu hanya berkata “Klas, siapkan tempat!”. Saya sampai ga berani tidur krn memikirkan banyak hal yg bkaitan dengan perintah tsb. Pagi hari saya langsung cari tempat sendiri dan tongkrongin sebuah restoran sampai tukang sapu datang, lalu pegawai datang terakhir baru manajer datang :D. Belum lagi perintah-perintah yang keluar pada saat-saat yang tidak diduga :D. Wow..that’s not easy, perlu ketaatan pada perintah, saya harus percaya, senior saya kan langsung turun tangan.
Kesabaran, tentu saja, harus sabar dengan para senior, harus sabar menghadapi perubahan rencana mendadak, harus sabar dengan junior etc. Beruntungkah saya? Sangat beruntung :).. Pembelajaran itu tidaklah hal yang gampang.
Tahun 2009 saya pun kembali ke kantor. Mencoba melakukan adaptasi dengan kehidupan perkantoran tentulah sangat susah, banyak hal yang harus dipahami. Saya beruntung memiliki rekan-rekan di kantor yang bersedia meluangkan waktu membimbing saya:).
Hmm sempet beberapa kali penugasan keluar daerah. Pertama ke Kolaka Sulawesi Tenggara. Penugasan yang menyenangkan, saya bisa kembali pada jejak ketika saat kecil di Pomalaa. Kenangan dan nuansa bertemu dalam satu ruang dan waktu. Bertemu teman lama dan para orang tua yang dahulu menemani dan membimbing saya. Mendengar cerita dan tertawa bersama. Hal yang tak pernah terbayangkan akan kembali ke masa silam. Rasanya kurang hanya 2 hari berada disana.
Penugasan selanjutnya adalah ke Solo, sampai 2 kali harus ke Solo. Jika ditanya tentang Solo, sepertinya sudah agak mengenal pernak-pernik kota Solo. Dari Solo meluncur melewati Madiun lalu sejenak singgah di Bojonegoro, melintasi Tuban, Lamongan dan berakhir di Gresik. Di Bojonegoro sempat ketemu sahabat satu padepokan.. I thanked him coz willing to spent with me:). Saya baru tau mengapa Jawa Timur disebut kota para santri NU. Setiap sore banyak pemuda pemudi sudah nongkrong dengan gaya paling trendi dan klimis, TETEP…pake sarung :D. Dan ketika maghrib meliat orang2 berlari-lari menuju mesjid, mungkin membuat orang yg memperhatikan tertawa OR menyadari diri sendiri dan hubungan vertical yang dijalani :). Rupanya Gresik itu deket dengan Surabaya, hmm sangat dekat lah yg pasti. Mampirlah ke Surabaya bertemu temen-temen sma yang mungkin melewati 15 tahun baru dapat bersua kembali. Sangat menyenangkan!. Soal pekerjaan, weitss..pekerjaan tidak termasuk hal-hal yang perlu diketahui, jadi urusan pekerjaan tidak termasuk dalam bahan cerita :p.
Tahun 2009 Ada pelajaran menarik saya terima dari seorang wanita, sebut saja wanita tsb WH.. Saya kenalan dengan WH untuk tujuan serius :D. Well saya ketemuan 3x dengan WH dan tidak lebih dari 3x24 jam. Ketika saya menimbang untuk tidak kenalan lebih lanjut, tiba2 WH berkoar-koar disebuah jejaring social memfitnah saya dengan berbagai kata2 yang menyakitkan, bahkan membuat sebuah grup untuk menjelekkan orang2 tertentu (termasuk saya:D ).
Well, saya beruntung :). Sebelum saya kenalan dengan WH, saya sudah dapat info ttg WH and result is “not recommend”. Saya juga meminta tolong untuk carikan data ttg WH dan hasil analisa “not recommend”. See..interesting information kan :D. Informasi yang membuat saya berusaha menjaga jarak dengan bersikap baik :D. “I wished they know the truth, if they don’t know what really happen, at least don’t judge first”.
Setelah mendapatkan rekomendasi dari semua orang dan semuanya memberikan rekomendasi yg sama dan pengalaman selama 3x pertemuan, secara baik2 ke WH by email saya menyatakan cukup berteman biasa. Please…I am a risk taker, not a crazy one :D.
Saat wanita WH bkoar-koar memfitnah saya, perasaan sakit dan marah tentu ada terlebih lagi WH membawa instansi dinas dan keluarga saya. Saya beruntung, sangat beruntung..mendapat tugas blajar yang menempa mental saya terutama saya beruntung mempunyai orang2 yang mengasihi saya walaupun tidak banyak, selalu ada untuk saya. Membalas dengan cara yg sama, tentu saja menurunkan derajat manusia. Seorang yang mengasihi saya bahkan pernah memanggil 2x WH karena hal bkoar2 memfitnah orang lain tidaklah benar. Seorang yang mengasihi saya menyuruh saya diam saja, spy WH makin menjadi. Seorang yang mengasihi saya memberi saya password masuk ke grup tsb dan melihat seluruh isinya dan bahkan menyuruh saya untuk menyimpan seluruh data tsb. Dan yang lucu, ada seorang yang mengasihi saya yang ikut memberi comment saat WH membuat status.
Ketika kita berbuat baik or berkata2 ttg kebaikan, belum tentu orang percaya, apalagi ketika kita hanya mampu bkoar2 menjelekkan seseorang. Semuanya tgantung niat dari seseorang, yang tentu saja menjelekkan seseorang adalah niat yang buruk. Semakin bkoar2 WH, semakin rajin orang2 yang mengasihi saya memberi comment dengan maxud sederhana yaitu supaya makin ketahuan karakter WH. So simple and so elegant :). Kata orang Chinesse dalam ilmu Tai Chi Master yang di pilem2, tkadang kita harus menggunakan kekuatan lawan untuk mengalahkan lawan:D
Sayang saya tidak bawa perekam ketika bersama WH, jadi saya tidak punya bukti untuk menunjukkan apa saja yg dikatakan oleh WH. Jika saya yg ketemu 3x tidak lebih dari 3x24 jam saja bisa banyak kejelekan, apalagi yang lebih sperti keluarga WH, sahabat WH, or ktika seorang bayi muntah di baju WH, or ketika WH tertawa-tawa menceritakan mantan WH digebukin orang etc.. Saya masih terkagum2 dengan kemampuan WH untuk meyakinkan orang2..ga smua orang lho punya kemampuan spt itu :).
Mungkin pembelajaran yang saya dapat melalui seorang WH, kita tidak pernah tau bagaimana sebuah cerita menempa hidup kita. Kesalahan utama saya adalah, ketika keingintahuan mengalahkan logika :D. Saya beruntung kenalan dengan WH yg sangat pintar melakukan acting, tanpa disadari, minimal saya belajar melihat karakter seseorang, ada yang berubah bertambah bijak, orang2 yang pendendam, orang2 yg berkarakter seperti aarrrgghhh..:D. Hal itu sangat penting dalam perjalanan kehidupan saya, mungkin suatu saat nanti saya bertemu mereka..
Saya juga merasa kasihan pada orang2 yang terprovokasi dengan WH, karena wanita tsb menyatakan hal yang berbeda-beda pada forum yang berbeda :). WH di satu forum mengatakan bahwa pembalasan adalah hak Tuhan, di forum lain memfitnah orang, di forum lainnya minta maaf.. Kemunafikan yang membuat malu bukan hanya diri sendiri, orang lain pun menjadi malu..
Dalam pertemanan selalu terjadi konflik baik disengaja maupun tidak. Saya pernah mendengar seorang professor mengatakan “orang pintar adalah orang yang mengetahui kata dan kalimat yang tepat dalam menyatakan sesuatu”. Saya mencoba memahami kalimat tersebut, really penerapannya sangat susah, susah sekali. Beruntung saya berada dilingkungan yang dengan berbagai perbedaan sehingga mungkin dari percakapan sederhana yang terjadi saya bisa selalu belajar secara tidak langsung. Dan saya mencoba memahami makna kalimat professor tersebut bahwa “apa yang kita ketahui dan apa yang kita rasakan, tidak harus semua slalu diungkapkan. Dan apa yang kita ungkapkan, tidak harus slalu eksplisit”. Kemampuan seseorang menyamakan niat, persepsi, kata-kata dan perbuatan itulah yang membedakan seseorang dengan orang lain pada variable etika pergaulan.
Hal yang paling syukuri adalah sepertinya cerita kehidupan akan membawa saya pada level cerita kehidupan yang berbeda :). Not easy I guess, at least I am lucky..before the time comes, I was taught :). Melalui berbagai pengujian, melewati berbagai kerikil-kerikil, menghadapi fitnahan, dalam keputusasaan dan kenistaan saya mencoba menulis dalam sebuah kalimat sederhana, “sampai detik ini, Allah masih menyertai saya" :). Semoga Allah tetap berkenan menyertai saya di tahun-tahun yang akan datang.
Selamat Tahun Baru 2010.
Friday, January 1, 2010
Thursday, January 15, 2009
Untuk Sebuah Nama
Tadi siang sempet nongkrong sebentar dengan temen disuatu tempat.. Hmm..kira2 udah skitar 14 tahun tidak ketemu dia..Dia masih sperti dulu..sok jagoan sok akrab dan kadang2 menunjukkan kebegoan akibat rasa ingin tau yang tinggi..Dari ketemu sampai dia pergi kami tidak berjabatan tangan untuk salaman lho..seakan2 kami tidak pernah bpisah untuk jangka waktu yg lama dan seakan2 kami yakin kami akan ketemu lagi suatu saat nanti untuk sebuah nama..
Kami ngolor ngidul berdua tidak jelas..yg terlalu sensitif untuk diungkapkan..yang pasti saling menghina saling mengejek sperti nya langsung terlontarkan tanpa ada rasa risih malu dan segan. Gada gunaya memakai topeng bsama temen2 yg pernah mengalami susah duka bsama.. Mendengar cerita2 yg terungkap kadang membuat kami tertawa terbahak bahak karena cerita2 hal2 yg hanya dilakukan di kaum2 tertentu.. Kadang juga jadi terbengong karena membayangkan hal-hal yg mungkin tidak dapat diterima oleh nalar oleh manusia untuk sebuah nama..
Terlihat ketegangan, capek dan penat pada dia..mungkin sesuatu yg dia kerjakan membuatnya sperti itu..Pengalaman bersama dg dia di masa lalu membuatku mengerti kebiasaan rekan2ku..just like an instinct..Aku pun tidak dapat membantu apapun kecuali sama2 meluangkan waktu sambil tertawa2 seperti dulu kala..yang mungkin dapat sedikit meringankan beban yang harus dia kerjakan pada saat ini untuk sebuah nama..
Well biarlah dia datang dan pergi suka suka dia..Semoga dia dapat lebih banyak meluangkan waktu bsama keluarga.. Jika dia menghubungi..mungkin kita dapat bertemu lagi untuk meluangkan waktu bersama dalam tawa untuk sebuah nama..
Didedikasikan untuk manusia2 yang bersedia menjadi pahlawan tanpa tanda jasa untuk sebuah nama yaitu NKRI selamanya..:)
Kami ngolor ngidul berdua tidak jelas..yg terlalu sensitif untuk diungkapkan..yang pasti saling menghina saling mengejek sperti nya langsung terlontarkan tanpa ada rasa risih malu dan segan. Gada gunaya memakai topeng bsama temen2 yg pernah mengalami susah duka bsama.. Mendengar cerita2 yg terungkap kadang membuat kami tertawa terbahak bahak karena cerita2 hal2 yg hanya dilakukan di kaum2 tertentu.. Kadang juga jadi terbengong karena membayangkan hal-hal yg mungkin tidak dapat diterima oleh nalar oleh manusia untuk sebuah nama..
Terlihat ketegangan, capek dan penat pada dia..mungkin sesuatu yg dia kerjakan membuatnya sperti itu..Pengalaman bersama dg dia di masa lalu membuatku mengerti kebiasaan rekan2ku..just like an instinct..Aku pun tidak dapat membantu apapun kecuali sama2 meluangkan waktu sambil tertawa2 seperti dulu kala..yang mungkin dapat sedikit meringankan beban yang harus dia kerjakan pada saat ini untuk sebuah nama..
Well biarlah dia datang dan pergi suka suka dia..Semoga dia dapat lebih banyak meluangkan waktu bsama keluarga.. Jika dia menghubungi..mungkin kita dapat bertemu lagi untuk meluangkan waktu bersama dalam tawa untuk sebuah nama..
Didedikasikan untuk manusia2 yang bersedia menjadi pahlawan tanpa tanda jasa untuk sebuah nama yaitu NKRI selamanya..:)
Friday, November 30, 2007
Depkeu Tidak Punya Dasar Hukum
Itu adalah judul berita di Kompas tanggal 30 November 2007 halaman 18.
Intisari dari berita tersebut adalah DANA BAGI HASIL (DBH):
Dari dua sisi tersebut didapat data sbb:
1. Menurut sisi Depkeu adalah:
a.) Depkeu mempunyai rencana unuk membayar dana bagi hasil kepada daerah dengan menggunakan surat utang atau obligasi dengan iming2 bond rate 11-12% per 3 bulan.
b.) Langkah yang direncanakan Depkeu merupakan satu dari sembilan langkah pengamanan APBN 2008 untuk memanfaatkan pendapatan yang diterima daerah penghasil migas Rp.13,9 T dengan menempatkan surplus kas daerah itu ke instrumen utang yang bebas resiko, yakni SBN (Surat Berharga Negara).
c.) SBN dibeli langsung oleh daerah untuk mengurangi biaya intermediasi.
d.) Menurut Dirjen Pengelolaan Utang, kebijakan pembayaran DBH dengan menggunakan obligasi pernah dilakukan tahun 2001.
e.) Penjualan obligasi secara terbatas telah sesuai dengan UU No.24/2002 ttg Surat Utang Negara.
2. Menurut Alfitra Salam yang menjabat Dewan Pakar Asosiasi Pemerintah Provinsi Seluruh Indonesia (APPSI) dan Penasihat Asosiasi DPRD Kabupaten Se-Indonesia (Adkasi) adalah:
a.) Depkeu tidak punya dasar hukum untuk hal di poin 1.
b.) Pemerintah Pusat (PP) cemburu kepada Pemerintah Daerah yang selalu menyimpan dananya di SBI.
Apa yang menarik dari perdebatan ttg DBH dari pernyataan2 diatas?
1. Depkeu ingin mengurangi biaya intermediasi.
Dengan menggunakan diagaram, mungkin seperti ini:
saat ini adalah:
PP ---> Pemda ---> BI (SBI) ---> Pemda ---> PP (berbentuk laporan penggunaan dana)
yang ingin dilakukan Depkeu adalah:
PP ---> Pemda ---> PP (berbentuk laporan penggunaan dana).
Jadi fungsi intermediasi dari BI dihilangkan, yang artinya biaya pun juga berkurang. Misal SBI sebesar 9%, pemda mungkin dapat net income dibawah 9% karena ada biaya2 admin yang harus dikeluarkan pemda.
2. Depkeu cemburu dengan pemda yang menaruh di SBI.
Pernyataan dari Alfitra Salam menunjukkan bahwa dia tidak tau fungsi dari SBI sebagai instrumen moneter untuk menjaga jumlah peredaran uang agar dapat menjaga kestabilan rupiah.
Lalu logika saya, jika seseorang ditawarkan bunga yang lebih tinggi plus cost yg semakin berkurang, seharusnya orang itu mau..
Pertanyaannya, kenapa ditolak?? agak aneh bukan..mau diapakan ini uang??
3. Tentu alasan Depkeu memberikan State Bond dengan satu alasan, dimana diketahui bahwa banyak uang pemda yang disimpan di SBI karena pemda tidak mengerjakan apa yg menjadi konsekuensi pemda di APBN.
Dan banyaknya dana pemda di SBI juga membuat puyeng BI karena seharusnya dana tersebut digunakan untuk meningkatkan perekonomian masyarakat malah hanya dibungakan.
Dan supaya diketahui, dari penghasilan daerah tersebut ada yang merupakan jatah pejabat2 pemda yang diatur dengan UU.
Aneh bukan seorang pejabat pemda mendapatkan success fee untuk sesuatu yg bukan merupakan prestasi.
4. Saya rasa alasan Depkeu adalah melihat perekonomian dari sisi Negara Kesatuan Republik Indonesia, sebagaimana kita ketahui ga semua pemda kaya.. Jadi apa salahnya jika daerah yg kaya membantu daerah yg miskin or DBH yang dipegang Depkeu digunakan untuk bantuan2 musibah nasional dll.
5. Keberanian Depkeu untuk memberikan rate yang tinggi paling tidak mempunyai 2 alasan ekstrim, pertama Depkeu gila or kedua Depkeu sudah mulai melakukan perubahan internal sehingga mampu memutar uang lebih dari 12%.
Dengan keadaan yang ada saat ini, saya memilih kemungkinan kedua (bukan karena saya pegawai Depkeu lho;p)
6. Dengan memberikan DBH dalam bentuk State Bond, at least, Negara kita bisa mengurangi utang luar negeri yang kita ketahui nilai mata uang kita stabil turun hehehe.. Jadi Negara kita atas pinjaman tersebut harus membayar pokok, bunga dan kurs mata uang. Dan yg lebih gila, untuk pinjaman tersebut, umumnya selalu ada proyek dari negara yg memberi uang dengan membayar ekspatriat negara tsb dan membeli beberapa persen produksi negara tsb. Yang intinya uang itu dikasih ke Indonesia untuk membayar orang asing dengan menggunakan uang orang asing tersebut dan pemerintah harus membayar plus tetek bengeknya hahahaha..
7. Jika ada alasan bahwa Depkeu tidak mempunyai dasar hukum, maka itulah awal dari kehancuran negara Indonesia. Selalu berkutat dengan peraturan terlebih dahulu padahal perekonomian itu dinamis..
Bukankah filosofi dari sebuah aturan hukum adalah terciptanya perubahan ke arah positif. Lalu apakah kita sebagai manusia harus dibatasi oleh peraturan jika akal budi kita tau mana yg benar dan salah or baik and buruk untuk negara kita walopun peraturan belum dibuat??
Intinya seh, marilah kita melihat NKRI sebagai sebuah kesatuan bukan secara partial per pemda, per suku, per agama, per kecantikan or kegantengan;p dll.
Mari kita bangun NKRI menjadi living better for us and anak cucu kita..
Btw, ini hanya logika bodoh saya.. lebih bodoh lagi orang yg percaya dg tulisan saya..Udah baca panjang2.. di hina pula wakakakakakakakak...
Intisari dari berita tersebut adalah DANA BAGI HASIL (DBH):
Dari dua sisi tersebut didapat data sbb:
1. Menurut sisi Depkeu adalah:
a.) Depkeu mempunyai rencana unuk membayar dana bagi hasil kepada daerah dengan menggunakan surat utang atau obligasi dengan iming2 bond rate 11-12% per 3 bulan.
b.) Langkah yang direncanakan Depkeu merupakan satu dari sembilan langkah pengamanan APBN 2008 untuk memanfaatkan pendapatan yang diterima daerah penghasil migas Rp.13,9 T dengan menempatkan surplus kas daerah itu ke instrumen utang yang bebas resiko, yakni SBN (Surat Berharga Negara).
c.) SBN dibeli langsung oleh daerah untuk mengurangi biaya intermediasi.
d.) Menurut Dirjen Pengelolaan Utang, kebijakan pembayaran DBH dengan menggunakan obligasi pernah dilakukan tahun 2001.
e.) Penjualan obligasi secara terbatas telah sesuai dengan UU No.24/2002 ttg Surat Utang Negara.
2. Menurut Alfitra Salam yang menjabat Dewan Pakar Asosiasi Pemerintah Provinsi Seluruh Indonesia (APPSI) dan Penasihat Asosiasi DPRD Kabupaten Se-Indonesia (Adkasi) adalah:
a.) Depkeu tidak punya dasar hukum untuk hal di poin 1.
b.) Pemerintah Pusat (PP) cemburu kepada Pemerintah Daerah yang selalu menyimpan dananya di SBI.
Apa yang menarik dari perdebatan ttg DBH dari pernyataan2 diatas?
1. Depkeu ingin mengurangi biaya intermediasi.
Dengan menggunakan diagaram, mungkin seperti ini:
saat ini adalah:
PP ---> Pemda ---> BI (SBI) ---> Pemda ---> PP (berbentuk laporan penggunaan dana)
yang ingin dilakukan Depkeu adalah:
PP ---> Pemda ---> PP (berbentuk laporan penggunaan dana).
Jadi fungsi intermediasi dari BI dihilangkan, yang artinya biaya pun juga berkurang. Misal SBI sebesar 9%, pemda mungkin dapat net income dibawah 9% karena ada biaya2 admin yang harus dikeluarkan pemda.
2. Depkeu cemburu dengan pemda yang menaruh di SBI.
Pernyataan dari Alfitra Salam menunjukkan bahwa dia tidak tau fungsi dari SBI sebagai instrumen moneter untuk menjaga jumlah peredaran uang agar dapat menjaga kestabilan rupiah.
Lalu logika saya, jika seseorang ditawarkan bunga yang lebih tinggi plus cost yg semakin berkurang, seharusnya orang itu mau..
Pertanyaannya, kenapa ditolak?? agak aneh bukan..mau diapakan ini uang??
3. Tentu alasan Depkeu memberikan State Bond dengan satu alasan, dimana diketahui bahwa banyak uang pemda yang disimpan di SBI karena pemda tidak mengerjakan apa yg menjadi konsekuensi pemda di APBN.
Dan banyaknya dana pemda di SBI juga membuat puyeng BI karena seharusnya dana tersebut digunakan untuk meningkatkan perekonomian masyarakat malah hanya dibungakan.
Dan supaya diketahui, dari penghasilan daerah tersebut ada yang merupakan jatah pejabat2 pemda yang diatur dengan UU.
Aneh bukan seorang pejabat pemda mendapatkan success fee untuk sesuatu yg bukan merupakan prestasi.
4. Saya rasa alasan Depkeu adalah melihat perekonomian dari sisi Negara Kesatuan Republik Indonesia, sebagaimana kita ketahui ga semua pemda kaya.. Jadi apa salahnya jika daerah yg kaya membantu daerah yg miskin or DBH yang dipegang Depkeu digunakan untuk bantuan2 musibah nasional dll.
5. Keberanian Depkeu untuk memberikan rate yang tinggi paling tidak mempunyai 2 alasan ekstrim, pertama Depkeu gila or kedua Depkeu sudah mulai melakukan perubahan internal sehingga mampu memutar uang lebih dari 12%.
Dengan keadaan yang ada saat ini, saya memilih kemungkinan kedua (bukan karena saya pegawai Depkeu lho;p)
6. Dengan memberikan DBH dalam bentuk State Bond, at least, Negara kita bisa mengurangi utang luar negeri yang kita ketahui nilai mata uang kita stabil turun hehehe.. Jadi Negara kita atas pinjaman tersebut harus membayar pokok, bunga dan kurs mata uang. Dan yg lebih gila, untuk pinjaman tersebut, umumnya selalu ada proyek dari negara yg memberi uang dengan membayar ekspatriat negara tsb dan membeli beberapa persen produksi negara tsb. Yang intinya uang itu dikasih ke Indonesia untuk membayar orang asing dengan menggunakan uang orang asing tersebut dan pemerintah harus membayar plus tetek bengeknya hahahaha..
7. Jika ada alasan bahwa Depkeu tidak mempunyai dasar hukum, maka itulah awal dari kehancuran negara Indonesia. Selalu berkutat dengan peraturan terlebih dahulu padahal perekonomian itu dinamis..
Bukankah filosofi dari sebuah aturan hukum adalah terciptanya perubahan ke arah positif. Lalu apakah kita sebagai manusia harus dibatasi oleh peraturan jika akal budi kita tau mana yg benar dan salah or baik and buruk untuk negara kita walopun peraturan belum dibuat??
Intinya seh, marilah kita melihat NKRI sebagai sebuah kesatuan bukan secara partial per pemda, per suku, per agama, per kecantikan or kegantengan;p dll.
Mari kita bangun NKRI menjadi living better for us and anak cucu kita..
Btw, ini hanya logika bodoh saya.. lebih bodoh lagi orang yg percaya dg tulisan saya..Udah baca panjang2.. di hina pula wakakakakakakakak...
Sunday, September 2, 2007
Believe in God or Not?
Believe in God or Not?
Blaise Pascal put together his thoughts about life and religion while he was at Port Royal and published them under the title Pensèes. In the course of his work on that book, he filled two pieces of paper on both sides with what Ian Hacking describes as “handwriting going in all directions…….full of erasures, corrections and seeming afterthoughts”. This fragment has come to be known as Pascal’s Wager (le pari de Pascal), which asks, God is, or he is not. Which way should we incline? Reason can not answer”.
Here drawing on his work in analyzing the probable outcomes of the game of balla, Pascal frames the question in terms of a game of chance. He postulates a game that ends at an infinite distance in time. At that moment, a coin is tossed. Which way would you bet? Heads (God is) or tails (God is not)?
Hacking asserts that Pascal’s line of analysis to answer this question is the beginning of the theory of decision making. “Decision-Theory”, as Hacking describes it, “is the theory of deciding what to do when it is uncertain what will happen” Making that decision is the essential first step in any effort to manage risk.
Sometimes we make decisions on the basis of past experience, out of experiments we or others have conducted in the course of our lifetime. But we cannot conduct experiments that will prove either the existence or the absence of God. Our only alternative is to explore the future consequences of believing in God or rejecting God. Nor can we avert the issue, for by the mere act of living we are force to play this game.
Pascal explained that belief in God is not a decision. You cannot awaken one morning and declare “Today I think I will decide to believe in God. You believe or you do not believe. The decision, therefore, is whether to choose to act in a manner that will lead to believing in God, like living with pious people and following a life of “holy water and sacraments”. The person who follows these precepts is wagering that God is. The person who cannot be bothered with that kind of thing is wagering that God is not.
The only way to choose between a bet that God exists and a bet that there is no God down that infinite distance of Pascal’s coin-tossing game is to decide whether an outcome in which God exists is preferable more valuable in some sense – than an outcome in which God does not exist, even though the probability may be only 50 – 50. This insight is what conducts Pascal down the path to a decision – a choice in which the value of the outcome and the likelihood that it may occur will differ because the consequences of the two outcomes different.
If God is not, whether you lead your life piously or sinfully is immaterial. But suppose that God is. Then if you bet against the existence of God by refusing to live a life of piety and sacraments you run the risk of eternal damnation; the winner of the bet that God exists has the possibility of salvation. As salvation is clearly preferable to external damnation, the correct decision is to act on the basis that God is. “Which way should we incline?”
Against The Gods by Peter L Bernstein
The Remarkable Story of Risk
Footnotes:
1. Blaise Pascal was born in 1623 and known as one of the best mathematician especially as a Geomaster.
2. In his early teens, he invented and patented a calculating machine to ease the dreary task of adding up his father; M Pascal; daily account as a Tax Farmer. This contraption, with gears and wheels that went forward and backward to add and subtract, was similar to the mechanical calculating machines that served as precursors to today’s electronic calculators. The young Pascal managed to multiply and divide on his machine as well and even started work on a method to extract square roots. Unfortunately for the clerks and bookkeepers of the next 250 years.
3. Interestingly, Pascal asked about God is or not, he was not asked about religion. As we know in 16th century, mostly all Europe is powered by religion leader. The objectivity of his idea is very vivid, he ignored all assumptions about all religion in world, only asked the existence of God.
Blaise Pascal put together his thoughts about life and religion while he was at Port Royal and published them under the title Pensèes. In the course of his work on that book, he filled two pieces of paper on both sides with what Ian Hacking describes as “handwriting going in all directions…….full of erasures, corrections and seeming afterthoughts”. This fragment has come to be known as Pascal’s Wager (le pari de Pascal), which asks, God is, or he is not. Which way should we incline? Reason can not answer”.
Here drawing on his work in analyzing the probable outcomes of the game of balla, Pascal frames the question in terms of a game of chance. He postulates a game that ends at an infinite distance in time. At that moment, a coin is tossed. Which way would you bet? Heads (God is) or tails (God is not)?
Hacking asserts that Pascal’s line of analysis to answer this question is the beginning of the theory of decision making. “Decision-Theory”, as Hacking describes it, “is the theory of deciding what to do when it is uncertain what will happen” Making that decision is the essential first step in any effort to manage risk.
Sometimes we make decisions on the basis of past experience, out of experiments we or others have conducted in the course of our lifetime. But we cannot conduct experiments that will prove either the existence or the absence of God. Our only alternative is to explore the future consequences of believing in God or rejecting God. Nor can we avert the issue, for by the mere act of living we are force to play this game.
Pascal explained that belief in God is not a decision. You cannot awaken one morning and declare “Today I think I will decide to believe in God. You believe or you do not believe. The decision, therefore, is whether to choose to act in a manner that will lead to believing in God, like living with pious people and following a life of “holy water and sacraments”. The person who follows these precepts is wagering that God is. The person who cannot be bothered with that kind of thing is wagering that God is not.
The only way to choose between a bet that God exists and a bet that there is no God down that infinite distance of Pascal’s coin-tossing game is to decide whether an outcome in which God exists is preferable more valuable in some sense – than an outcome in which God does not exist, even though the probability may be only 50 – 50. This insight is what conducts Pascal down the path to a decision – a choice in which the value of the outcome and the likelihood that it may occur will differ because the consequences of the two outcomes different.
If God is not, whether you lead your life piously or sinfully is immaterial. But suppose that God is. Then if you bet against the existence of God by refusing to live a life of piety and sacraments you run the risk of eternal damnation; the winner of the bet that God exists has the possibility of salvation. As salvation is clearly preferable to external damnation, the correct decision is to act on the basis that God is. “Which way should we incline?”
Against The Gods by Peter L Bernstein
The Remarkable Story of Risk
Footnotes:
1. Blaise Pascal was born in 1623 and known as one of the best mathematician especially as a Geomaster.
2. In his early teens, he invented and patented a calculating machine to ease the dreary task of adding up his father; M Pascal; daily account as a Tax Farmer. This contraption, with gears and wheels that went forward and backward to add and subtract, was similar to the mechanical calculating machines that served as precursors to today’s electronic calculators. The young Pascal managed to multiply and divide on his machine as well and even started work on a method to extract square roots. Unfortunately for the clerks and bookkeepers of the next 250 years.
3. Interestingly, Pascal asked about God is or not, he was not asked about religion. As we know in 16th century, mostly all Europe is powered by religion leader. The objectivity of his idea is very vivid, he ignored all assumptions about all religion in world, only asked the existence of God.
Renungan di Hari Ulang Tahunku in 2005
Bahwasanya untuk selama-lamanya kasih setiaNya.
Dalam keheningan malam, aku mengucapkan pujian syukur ku,
Telah diberi aku kesempatan menikmati hidup satu tahun yang berlalu
Kurenungkan perjalanan hidupku,
Kusadari berkat dan anugrah yang kuterima dari Penciptaku.
Bahwasanya untuk selama-lamanya kasih setiaNya.
Aku mengucap syukur karena aku diberikan orang tua
yang baik dalam hidupku.
Diberkatilah engkau Bapak ku
Diajari aku berpikir, bertindak dan berkata.
Diajari aku agar kuat hatiku dalam segala hal.
Diajari aku tentang harga diri
Diajari aku mengenal leluhur ku.
Diberkatilah engkau Ibu ku.
Dididik aku untuk mengenal perasaan ku
Dididik aku sehingga jiwaku tenang.
Dididiknya aku mengucap syukur atas segala sesuatu karena kebaikan Mu
Dibiarkan aku menangis di pangkuannya ketika jiwaku rapuh.
Dibuatnya aku tertawa ketika kesusahan hinggap di hatiku.
Diberkatilah engkau saudara-saudara ku..
Diberikan aku saudara yang tidak menjadi beban dalam hidup orang tua ku
Diberikan pada ku seluruh kepercayaan dalam diri mereka,
Sehingga aku bisa memimpin mereka dengan baik,
Diberikan aku saudara yang mau berjuang mendapatkan mimpi mereka.
Aku belajar dari kebaikan dan keburukan keluarga ku.
Aku belajar dari kebenaran dan kesalahan keluarga ku
Aku mengucap syukur karena diberi kesempatan untuk
belajar menjadi lebih baik
Bahwasanya untuk selama-lamanya kasih setiaNya.
Engkau mengijinkan aku meninggalkan rumah orang tua ku
disaat umur ku masih muda.
Engkau ajari aku untuk terbang tinggi bagai rajawali.
Engkau kumpulkan aku bersama jiwa-jiwa muda pilihan Mu
Engkau ajari aku menyimpan air mata ku ketika kesakitan menimpa aku.
Engkau ajari aku menahan semua keluh kesah ku,
Melatihku bersabar dalam penderitaan ku.
Melatih ku tertawa dan bergembira menghadapi segala sesuatu.
Terlebih dari itu,
Engkau membuat ku mempunyai banyak saudara
yang akan selalu bersama dalam susah dan senang.
Bahwasanya untuk selama-lamanya kasih setiaNya
Engkau ajari aku dalam pekerjaan ku.
Banyak pekerjaan yang telah ku lakukan,
Diajari aku dari semua kesalahan yang ku lakukan.
Diajari aku bekerja keras untuk mendapatkan apa yang ku inginkan.
Diajari aku mengucap syukur atas berkat yang telah diberi.
Diberi aku pengertian ketika aku mengambil keputusan.
Diberi aku kesejahteraan sesuai jalan yang benar.
Diberi aku teman-teman yang membuka wawasan dalam pekerjaan dan pergaulan.
Bahwasanya untuk selama-lamanya kasih setiaNya
Dalam perjalanan hidup ku, di pegang tangan ku.
Banyak kesalahan yang telah ku buat.
Kesalahan-kesalahan yang membuat ku terkadang
menyesali kebodohan ku.
Kesalahan-kesalahan yang membuat ku sedih ketika aku ber andai.
Kesalahan-kesalahan yang membuat ku ingin memutar
kembali waktu yang berlalu,
Dalam pergaulan ku, dalam pendidikan ku dalam pekerjaan ku.
Terlebih dari itu,
Diajari aku mengurangi ke aku an ku, ego ku, sombong ku dan munafik ku
Diajari aku sehingga hati ku semakin mengenal Pencipta ku
Diberi aku hati yang mau belajar untuk mengerti
kebaikanNya dalam hidup ku
Biarlah aku dalam ke aku an ku semakin lemah agar
tampaklah kekuatan Mu
Bahwasanya untuk selama-lamanya kasih setiaNya
Dikabulkan permintaan ku ketika aku meminta
Ketika aku minta agar dibeban kan padaku semua
kesalahan keluargaku disaat muda ku
Karena tidak ingin ku lihat duka dan air mata
saudara-saudara ku
Karena tidak ingin ku lihat duka dan air mata
keturunan ku nantinya.
Ketika orang-orang mencibir dan merendahkan ku
sehingga hilang asa ku.
Ketika aku berkeluh kesah berjuang untuk membuktikan
apa yang ku percaya
Ketika ditinggalkan aku oleh orang-orang yang kucintai
karena aib yang melekat pada ku
Diberi aku penghiburan, di kuatkan jiwa ku
Diberi padaku sesuai apa yang kubutuhkan tidak apa
yang ku inginkan
Hanya pada Mu mata ku menatap
Hanya pada Mu kusandarkan hidup
Tidak ditimpakan murka Nya pada ku setimpal dengan dosa-dosa ku.
Karena Dia baik, amat baik dan sangat teramat baik buat jiwa ku
Dia lah benteng keselamatan ku, kubuh pertahan ku perisai yang menahan ku
Bahwasanya untuk selama-lamanya kasih setiaNya
Tidak ku inginkan kekayaan jika aku harus berlaku tidak adil
Tidak ku inginkan harta benda jika banyak sumpah
serapah menimpaku dan keturunanku
Tidak ku inginkan melihat dan memiliki isi dunia jika
aku harus kehilangan jiwa ku.
Apalah artinya aku miliki yang ku inginkan jika jiwa
ku hilang dalam kesombongan, keangkuhan, menjadi
munafik dan melupakan Mu sebagai sumber berkat dalam hidup ku
Tidak ku inginkan kehancuran musuh-musuh ku suatu hari
nanti, karena pembalasan adalah hak Mu, karena
yang ku inginkan hanya yang baik buat dalam hidup ku
untuk jiwaku sesuai kehendak Mu.
Biarlah hidup ku berkecukupan seperti yang Engkau inginkan.
Karena aku percaya, tidak pernah anak cucu orang benar mengemis.
Karena aku percaya, ketika Engkau membuka pintu, tidak
ada seorang pun yang dapat menutupnya dan ketika
Engkau menutup pintu, tidak ada seorang pun yang dapat membukanya.
Biarlah aku hidup sesuai dengan rencana Mu.
Karena aku percaya, Engkau akan memberikan satu per satu
ketika Engkau tahu bahwa aku telah siap untuk diberi tanggung jawab lebih.
Karena aku percaya, hari – hari yang ku lalui dalam
penderitaan saat ini tidak dapat ku banding kan dengan
tahun-tahun yang kebahagian dalam hidup ku yang telah
Engkau berikan, terlebih dalam masa mendatang.
Bahwasanya untuk selama-lamanya kasih setiaNya
Jika Engkau berkenan pada pinta ku,
Ijinkan aku menjadi sumber berkat bagi sesama ku,
Ijinkan aku untuk selalu dalam bimbingan Mu,
Karena ku tahu, ketika Engkau menghukum itu karena kesalahan ku.
Karena ku tahu, ketika Engkau mengijinkan pencobaan itu untuk kebaikan ku
Kerena ku tahu, Engkau yang akan memberi kekuatan padaku
Ijinkan aku menceritakan kebaikan Mu dalam hidup ku
kepada anak cucu ku.
Ijinkan aku mengetahui ketika senja ku tiba, ketika
aku mendekati garis akhir pertandingan dalam hidup ku.
Ijinkan aku mengigat sekali lagi perjalan hidup ku
sehingga aku dapat tersenyum dan berkata :
“ Telah ku lalui semua bersama Mu, tidak ada lagi yang
akan ku sesali dan telah di genapi semua yang telah
tertulis dalam hidup ku.”
Ijinkan aku untuk merasa siap dan berkata “Panggil lah
jiwaku kembali ya Tuhan ku, panggil lah jiwaku pulang
ke rumah Bapa ku”
Bahwasanya untuk selama-lamanya kasih setiaNya
gtp
Saepe Expertus, Semper Fidelis, Fratres Aeterni
Thanks for being my friends...
Dalam keheningan malam, aku mengucapkan pujian syukur ku,
Telah diberi aku kesempatan menikmati hidup satu tahun yang berlalu
Kurenungkan perjalanan hidupku,
Kusadari berkat dan anugrah yang kuterima dari Penciptaku.
Bahwasanya untuk selama-lamanya kasih setiaNya.
Aku mengucap syukur karena aku diberikan orang tua
yang baik dalam hidupku.
Diberkatilah engkau Bapak ku
Diajari aku berpikir, bertindak dan berkata.
Diajari aku agar kuat hatiku dalam segala hal.
Diajari aku tentang harga diri
Diajari aku mengenal leluhur ku.
Diberkatilah engkau Ibu ku.
Dididik aku untuk mengenal perasaan ku
Dididik aku sehingga jiwaku tenang.
Dididiknya aku mengucap syukur atas segala sesuatu karena kebaikan Mu
Dibiarkan aku menangis di pangkuannya ketika jiwaku rapuh.
Dibuatnya aku tertawa ketika kesusahan hinggap di hatiku.
Diberkatilah engkau saudara-saudara ku..
Diberikan aku saudara yang tidak menjadi beban dalam hidup orang tua ku
Diberikan pada ku seluruh kepercayaan dalam diri mereka,
Sehingga aku bisa memimpin mereka dengan baik,
Diberikan aku saudara yang mau berjuang mendapatkan mimpi mereka.
Aku belajar dari kebaikan dan keburukan keluarga ku.
Aku belajar dari kebenaran dan kesalahan keluarga ku
Aku mengucap syukur karena diberi kesempatan untuk
belajar menjadi lebih baik
Bahwasanya untuk selama-lamanya kasih setiaNya.
Engkau mengijinkan aku meninggalkan rumah orang tua ku
disaat umur ku masih muda.
Engkau ajari aku untuk terbang tinggi bagai rajawali.
Engkau kumpulkan aku bersama jiwa-jiwa muda pilihan Mu
Engkau ajari aku menyimpan air mata ku ketika kesakitan menimpa aku.
Engkau ajari aku menahan semua keluh kesah ku,
Melatihku bersabar dalam penderitaan ku.
Melatih ku tertawa dan bergembira menghadapi segala sesuatu.
Terlebih dari itu,
Engkau membuat ku mempunyai banyak saudara
yang akan selalu bersama dalam susah dan senang.
Bahwasanya untuk selama-lamanya kasih setiaNya
Engkau ajari aku dalam pekerjaan ku.
Banyak pekerjaan yang telah ku lakukan,
Diajari aku dari semua kesalahan yang ku lakukan.
Diajari aku bekerja keras untuk mendapatkan apa yang ku inginkan.
Diajari aku mengucap syukur atas berkat yang telah diberi.
Diberi aku pengertian ketika aku mengambil keputusan.
Diberi aku kesejahteraan sesuai jalan yang benar.
Diberi aku teman-teman yang membuka wawasan dalam pekerjaan dan pergaulan.
Bahwasanya untuk selama-lamanya kasih setiaNya
Dalam perjalanan hidup ku, di pegang tangan ku.
Banyak kesalahan yang telah ku buat.
Kesalahan-kesalahan yang membuat ku terkadang
menyesali kebodohan ku.
Kesalahan-kesalahan yang membuat ku sedih ketika aku ber andai.
Kesalahan-kesalahan yang membuat ku ingin memutar
kembali waktu yang berlalu,
Dalam pergaulan ku, dalam pendidikan ku dalam pekerjaan ku.
Terlebih dari itu,
Diajari aku mengurangi ke aku an ku, ego ku, sombong ku dan munafik ku
Diajari aku sehingga hati ku semakin mengenal Pencipta ku
Diberi aku hati yang mau belajar untuk mengerti
kebaikanNya dalam hidup ku
Biarlah aku dalam ke aku an ku semakin lemah agar
tampaklah kekuatan Mu
Bahwasanya untuk selama-lamanya kasih setiaNya
Dikabulkan permintaan ku ketika aku meminta
Ketika aku minta agar dibeban kan padaku semua
kesalahan keluargaku disaat muda ku
Karena tidak ingin ku lihat duka dan air mata
saudara-saudara ku
Karena tidak ingin ku lihat duka dan air mata
keturunan ku nantinya.
Ketika orang-orang mencibir dan merendahkan ku
sehingga hilang asa ku.
Ketika aku berkeluh kesah berjuang untuk membuktikan
apa yang ku percaya
Ketika ditinggalkan aku oleh orang-orang yang kucintai
karena aib yang melekat pada ku
Diberi aku penghiburan, di kuatkan jiwa ku
Diberi padaku sesuai apa yang kubutuhkan tidak apa
yang ku inginkan
Hanya pada Mu mata ku menatap
Hanya pada Mu kusandarkan hidup
Tidak ditimpakan murka Nya pada ku setimpal dengan dosa-dosa ku.
Karena Dia baik, amat baik dan sangat teramat baik buat jiwa ku
Dia lah benteng keselamatan ku, kubuh pertahan ku perisai yang menahan ku
Bahwasanya untuk selama-lamanya kasih setiaNya
Tidak ku inginkan kekayaan jika aku harus berlaku tidak adil
Tidak ku inginkan harta benda jika banyak sumpah
serapah menimpaku dan keturunanku
Tidak ku inginkan melihat dan memiliki isi dunia jika
aku harus kehilangan jiwa ku.
Apalah artinya aku miliki yang ku inginkan jika jiwa
ku hilang dalam kesombongan, keangkuhan, menjadi
munafik dan melupakan Mu sebagai sumber berkat dalam hidup ku
Tidak ku inginkan kehancuran musuh-musuh ku suatu hari
nanti, karena pembalasan adalah hak Mu, karena
yang ku inginkan hanya yang baik buat dalam hidup ku
untuk jiwaku sesuai kehendak Mu.
Biarlah hidup ku berkecukupan seperti yang Engkau inginkan.
Karena aku percaya, tidak pernah anak cucu orang benar mengemis.
Karena aku percaya, ketika Engkau membuka pintu, tidak
ada seorang pun yang dapat menutupnya dan ketika
Engkau menutup pintu, tidak ada seorang pun yang dapat membukanya.
Biarlah aku hidup sesuai dengan rencana Mu.
Karena aku percaya, Engkau akan memberikan satu per satu
ketika Engkau tahu bahwa aku telah siap untuk diberi tanggung jawab lebih.
Karena aku percaya, hari – hari yang ku lalui dalam
penderitaan saat ini tidak dapat ku banding kan dengan
tahun-tahun yang kebahagian dalam hidup ku yang telah
Engkau berikan, terlebih dalam masa mendatang.
Bahwasanya untuk selama-lamanya kasih setiaNya
Jika Engkau berkenan pada pinta ku,
Ijinkan aku menjadi sumber berkat bagi sesama ku,
Ijinkan aku untuk selalu dalam bimbingan Mu,
Karena ku tahu, ketika Engkau menghukum itu karena kesalahan ku.
Karena ku tahu, ketika Engkau mengijinkan pencobaan itu untuk kebaikan ku
Kerena ku tahu, Engkau yang akan memberi kekuatan padaku
Ijinkan aku menceritakan kebaikan Mu dalam hidup ku
kepada anak cucu ku.
Ijinkan aku mengetahui ketika senja ku tiba, ketika
aku mendekati garis akhir pertandingan dalam hidup ku.
Ijinkan aku mengigat sekali lagi perjalan hidup ku
sehingga aku dapat tersenyum dan berkata :
“ Telah ku lalui semua bersama Mu, tidak ada lagi yang
akan ku sesali dan telah di genapi semua yang telah
tertulis dalam hidup ku.”
Ijinkan aku untuk merasa siap dan berkata “Panggil lah
jiwaku kembali ya Tuhan ku, panggil lah jiwaku pulang
ke rumah Bapa ku”
Bahwasanya untuk selama-lamanya kasih setiaNya
gtp
Saepe Expertus, Semper Fidelis, Fratres Aeterni
Thanks for being my friends...
Friday, July 20, 2007
Branding
A. Brands and Breakthroughs: How brands help focus creative decision making
(Nicholas Ind & Cameron Watt)
Early literature on creativity focused on personal idea. In recent years, this work has shifted its focus to developing work environments that inspire and facilitate creativity. It is equally important for organizations to choose and develop the right ideas. Analysis of organizations that are successful innovators suggests the answer to successful judgment lies in what can be conceptualized as an organization’s level of situational intelligence. Adopt a brand-led approach that emphasizes elements associated with intellectual capital. Situational intelligence thus represents a duality of organization self-knowledge about brands, core competences, capabilities, culture and stakeholders and the ability to use that knowledge to focus, resource, motivate and effectively form and implement strategies that fit within and reflect these situational constructs. The difficulty here is that when situational intelligence is poor, organizations seem to default to traditional methodologies that reinforce risk-averse behavior or generate stakeholder barrier that alienate employees from each other as well as external stakeholders, such as:
1. Over reliance on traditional customer research dampens creativity because it is essentially backward looking. It makes the assumption that customers have the ability to envision the future, to know what they will desire in future.
2. Reliance in research is that of abstraction. As soon as companies start seeing numbers, they forget people. Companies start to believe that their new product is a guaranteed success because a certain percentage of people have said they would buy it or like products designed. Companies do not unearth depth or richness of customers’ desires, perceptions and expectations.
The process of being observed affects behavior. Observation encourages more conscious awareness and consideration than is actually given to most everyday decision. When new products are challenging, companies undermine people’s stereotypical views of how thins should be. It is certainly the case that stereotypes are often applied unthinkingly when people are presented with something new. However, when there is time, space, and encouragement people can question their stereotypes and become converts to a new way of thinking.
Most of the organizations interviewed for the present study exhibited a more intuitive way of understanding the future rely on a deep seated understanding of themselves and their customers or end users. It can be argued that this helps foster continuous creativity, effective judgment and successful innovation. At its best, organizational creativity creates tension by challenging stakeholders’ preconceptions of what product or service should do. When people engage with the idea, they begin to review the comparative experience to other products. The greater trend toward personalized service in other organizations, the more people have expectation of its possibility everywhere.
The key question of how organizations can recognize, develop and use brands as part of their situational intelligence portfolio are enhance creative decision making and increase significant innovation and value creation. The brand definition frames the context, provides boundaries, set benchmarks, creates clarity and focuses energy. However, if misunderstood or misused it and become a creative millstone that limits potential and holds companies back from achieving innovative breakthrough. The ideas contained within the brand should be credible to employees and reflect current organizational reality, while also containing elements that stretch the organization towards what it desires to become.
The problems in many organizations are that the brand is under-utility. The may steer marketing communications, but it is not fully embedded into creative thinking and innovation by other employees also customers, this is a major problem in most companies. This leads to a gap between the philosophical-sounding brand values and the everyday, critical decisions in a project.
A well understood brand provides a framework in companies that does not hinder transformational innovation but instead generates clarity, vision and focus for staff. It also provides a constructs formed from a deep and empathetic understanding or the brand and its relationship with customers and so facilitates intuitive decision making. The brand also provides the benchmark against which decisions are evaluated and measured. An understanding of the brand ensures clarity of image and enhances customer experience, increases intrinsic motivation for employees, organizational knowledge and stakeholder engagement, all of which help promote trust and facilitate creative behavior.
Understanding stakeholders’ needs and experiences with a brand should be based on a combination of well considered research and the collected experiences of managers. Team members, employees, supply chain partners and customers. Everyone knows that organizations should be listening to customers, competitors and markets, active listening and reflection describe something else. Active listening and reflecting only really occurs when people have an intrinsic interest in and a belief in or passion for the subject. This signifies two important roles for leaders. First they are definers and champions of a vision that inspires staff, secondly they have the responsibility to encourage both internally and externally the positive questioning and debate that facilitates creative action.
Innovative brands attract and employ quality and they nurture and stimulate then to question. Innovation requires confidence coupled with a willingness to be open to new ideas. Arrogance and blinkered thinking lead to creative failure and are the characteristic of mediocrity.
B. An Investigation into Values Dimensions of Branding : Implications for the Charity Sector.
(Helen Stride)
Brand is a complex multidimensional construct whereby managers augment products and services with values and this facilitates the process by which consumers confidently recognize and appreciate these values. The easiest way for consumer to know if a brand’s value reflects their own values is via a brand personality. The brand is imbued with human values and characteristics which of consumer identify e.g. genuine, energetic, rugged etc. The brand personality construct fulfils a range of different symbolic functions for consumers that relate to the need for social approval or personal expression. Anthropomorphizing inanimate objects is universal and is thought to occur so that human beings may make sense of their relationship with the material world. Before looking at the values dimensions of brand in greater detail, and their applicability in the charity context it is important to consider the role that values play in the charity context and explore how branding is currently applied charitable organizations.
It is argued that the maintenance and development of values is important both to the sector and to the wider society. Charities must be explicit about their values and philosophy, which should then become the bedrock of their work. Charities should form an integral part of the mission and vision statements and underpin the marketing operation. For an organization to work towards a specific charitable purpose of benefit to society, it must have a value system that both underpins and indeed drives the charity’s operations.
Branding is being adopted by some charities as a way of differentiating from other organizations. Brand personalities in the charity sector are often confused, resulting in different stakeholders perceiving brands in different ways. A brand that emerges from the organization and therefore reinforces its values also facilitates the building of trust. Trust is considered to be of particular importance in the charity context playing a central role in determining donor behavior by offering assurance that funds are being used appropriately.
The metaphor of mirror is used to demonstrate how the values with which consumers identify or to which they aspire are mirrored back to them via the brand image. Crucial to the success of branding is that the self can also be extended symbolically if an object or branding is perceived to have values, qualities or characteristics to which the consumers aspire. The values to which consumers aspire and which are reflected back to them via the brand image, are a manifestation of irrational needs rather than rational choice. The brand personality construct would appear to have a fundamentally different role to play in charities if it is so help facilitate the process of creating identities as values based organizations.
The metaphor of brand as lamp is used to illustrate how a brand’s own unique values are shone like a light externally and internally in an attempt to influence the values of its target audience and those of the host organizations. As lamp, brands are imbued with distorted individual and social values, the sole aim of which is to influence purchasing behavior. Also brand as a lamp is to approach focuses on employee involvement in brand relationship building. The brand performance is enhanced if instead of the brand reflecting the values of the organization, the values of organization are aligned with those of the brand with staff demonstrating their commitment to the delivery of these values. Whilst the normative nature of charitable activity means that it is not the role of charities to create needs and desires that will result in greater consumption, many have been criticized for using advertising to manipulate audiences by eliciting feelings of anger.
The metaphor of lens brand projects with clarity and precision the values upon which the organization is based. The focus then moves away from brand image that is continually changing to organizations reputations that are more constant. Projecting the non negotiable values that underpin a charity’s mission and that emanate from the organization’s culture that branding is most applicable and effective in the charity context. It is only by developing a brand identity around values that are shared by the organization’s key stakeholders that a charity can claim that its values system underpins its activities and is indeed its very reason for existing. As lens, branding provides a tool whereby charities can benefit from differentiation while also developing their identity as values-led organizations. Having identified its core values, a charity must either seek out supporters and donors whose values reflect its own or aim to create a vision that is so powerful that it inspires people to share both its vision and values.
C. Behind the Brand: is business socially responsible?
(Rebecca Collings)
Another preference to the shifting balance of power between producers and consumers is to describe the rise of CSR as the move from a shareholder to a stakeholder economy. Behind the rise of CSR is a growing body of evidence to suggest that consumer demand for sustainable goods and services is on the increase. If companies really do want to be CSR compliant, how can their business process inform the development of ethical products and services that have a viable level of demand? The response of business is further complicated by consumers’ apparently bipolar attitude to socially and environmentally sound products and services.
A responsible organization does the right thing in the eyes of all of its stakeholders. To know each of its stakeholder groups regards as the right thing involves a dialogue with each of these groups and requires modifying the organization’s behavior accordingly. To track that change in behavior, sector benchmarks and key performance indicators must be established and the organization’s progress towards them continuously measure.
Form table 3, the conclusion can get is CSR initiatives work much better when they are linked to an organization’s core business and the way in which it impacts on stakeholders. Cheque book charity does not create the dividend growth of a response to stakeholder issues that leverages a business market or operational opportunities. Mapping a business’ operational activity to the sustainability agenda at the heart of CSR produces many interesting possibilities. One high strees mortgage lender was promoting CSR activity based on time off for staff to work in the community. Worthwhile, but does not leverage the company’s core business or its ability to influence consumer choices.
The strengths and opportunities offered by a CSR framework are exactly what it takes to sustain and expand a business, but only once the weakness and threats have been identified in order to manage risk and cost.
As consumer glamour for more ethically and socially responsible products and services has increased, so CSR programs in the corporate sector have grown. CSR programs should initially focus on weakness and threats, inefficiencies and risks. After all, if CSR programs do not offer business benefits or at least counter potential risks, they are never likely to get off the ground.
CONCLUSION
The benefit of learning marketing for me at this moment is how strategy in branding which is only a simple word can give big impact in human behavior. More important, strategy marketing in branding can use in social activities like charities organization that helping human being and all living kinds in this world. Recently, new strategy in marketing involves how companies can get consumers by sharing the benefit to the social activities. The misunderstanding in using branding in companies and even charities organization can lead them fail to get their missions. For me, branding is a genius thing in the world, to learning branding not only need experiences but also creativity how to see market, consumers perceptions and companies visions with all the staff.
Some important points about branding are :
1. Adopt a brand-led approach that emphasizes elements associated with intellectual capital.
2. The key question of how organizations can recognize, develop and use brands as part of their situational intelligence portfolio are enhance creative decision making and increase significant innovation and value creation.
3. The ideas contained within the brand should be credible to employees and reflect current organizational reality, while also containing elements that stretch the organization towards what it desires to become.
4. An understanding of the brand ensures clarity of image and enhances customer experience, increases intrinsic motivation for employees, organizational knowledge and stakeholder engagement, all of which help promote trust and facilitate creative behavior.
5. The easiest way for consumer to know if a brand’s value reflects their own values is via a brand personality. The brand is imbued with human values and characteristics which of consumer identify e.g. genuine, energetic, rugged etc. The brand personality construct fulfils a range of different symbolic functions for consumers that relate to the need for social approval or personal expression.
6. The metaphor of mirror is used to demonstrate how the values with which consumers identify or to which they aspire are mirrored back to them via the brand image. The metaphor of brand as lamp is used to illustrate how a brand’s own unique values are shone like a light externally and internally in an attempt to influence the values of its target audience and those of the host organizations. The metaphor of lens brand projects with clarity and precision the values upon which the organization is based.
7. Having identified its core values, a charity must either seek out supporters and donors whose values reflect its own or aim to create a vision that is so powerful that it inspires people to share both its vision and values.
8. To track that change in behavior, sector benchmarks and key performance indicators must be established and the organization’s progress towards them continuously measure.
9. As consumer glamour for more ethically and socially responsible products and services has increased, so CSR programs in the corporate sector have grown. CSR programs should initially focus on weakness and threats, inefficiencies and risks
(Nicholas Ind & Cameron Watt)
Early literature on creativity focused on personal idea. In recent years, this work has shifted its focus to developing work environments that inspire and facilitate creativity. It is equally important for organizations to choose and develop the right ideas. Analysis of organizations that are successful innovators suggests the answer to successful judgment lies in what can be conceptualized as an organization’s level of situational intelligence. Adopt a brand-led approach that emphasizes elements associated with intellectual capital. Situational intelligence thus represents a duality of organization self-knowledge about brands, core competences, capabilities, culture and stakeholders and the ability to use that knowledge to focus, resource, motivate and effectively form and implement strategies that fit within and reflect these situational constructs. The difficulty here is that when situational intelligence is poor, organizations seem to default to traditional methodologies that reinforce risk-averse behavior or generate stakeholder barrier that alienate employees from each other as well as external stakeholders, such as:
1. Over reliance on traditional customer research dampens creativity because it is essentially backward looking. It makes the assumption that customers have the ability to envision the future, to know what they will desire in future.
2. Reliance in research is that of abstraction. As soon as companies start seeing numbers, they forget people. Companies start to believe that their new product is a guaranteed success because a certain percentage of people have said they would buy it or like products designed. Companies do not unearth depth or richness of customers’ desires, perceptions and expectations.
The process of being observed affects behavior. Observation encourages more conscious awareness and consideration than is actually given to most everyday decision. When new products are challenging, companies undermine people’s stereotypical views of how thins should be. It is certainly the case that stereotypes are often applied unthinkingly when people are presented with something new. However, when there is time, space, and encouragement people can question their stereotypes and become converts to a new way of thinking.
Most of the organizations interviewed for the present study exhibited a more intuitive way of understanding the future rely on a deep seated understanding of themselves and their customers or end users. It can be argued that this helps foster continuous creativity, effective judgment and successful innovation. At its best, organizational creativity creates tension by challenging stakeholders’ preconceptions of what product or service should do. When people engage with the idea, they begin to review the comparative experience to other products. The greater trend toward personalized service in other organizations, the more people have expectation of its possibility everywhere.
The key question of how organizations can recognize, develop and use brands as part of their situational intelligence portfolio are enhance creative decision making and increase significant innovation and value creation. The brand definition frames the context, provides boundaries, set benchmarks, creates clarity and focuses energy. However, if misunderstood or misused it and become a creative millstone that limits potential and holds companies back from achieving innovative breakthrough. The ideas contained within the brand should be credible to employees and reflect current organizational reality, while also containing elements that stretch the organization towards what it desires to become.
The problems in many organizations are that the brand is under-utility. The may steer marketing communications, but it is not fully embedded into creative thinking and innovation by other employees also customers, this is a major problem in most companies. This leads to a gap between the philosophical-sounding brand values and the everyday, critical decisions in a project.
A well understood brand provides a framework in companies that does not hinder transformational innovation but instead generates clarity, vision and focus for staff. It also provides a constructs formed from a deep and empathetic understanding or the brand and its relationship with customers and so facilitates intuitive decision making. The brand also provides the benchmark against which decisions are evaluated and measured. An understanding of the brand ensures clarity of image and enhances customer experience, increases intrinsic motivation for employees, organizational knowledge and stakeholder engagement, all of which help promote trust and facilitate creative behavior.
Understanding stakeholders’ needs and experiences with a brand should be based on a combination of well considered research and the collected experiences of managers. Team members, employees, supply chain partners and customers. Everyone knows that organizations should be listening to customers, competitors and markets, active listening and reflection describe something else. Active listening and reflecting only really occurs when people have an intrinsic interest in and a belief in or passion for the subject. This signifies two important roles for leaders. First they are definers and champions of a vision that inspires staff, secondly they have the responsibility to encourage both internally and externally the positive questioning and debate that facilitates creative action.
Innovative brands attract and employ quality and they nurture and stimulate then to question. Innovation requires confidence coupled with a willingness to be open to new ideas. Arrogance and blinkered thinking lead to creative failure and are the characteristic of mediocrity.
B. An Investigation into Values Dimensions of Branding : Implications for the Charity Sector.
(Helen Stride)
Brand is a complex multidimensional construct whereby managers augment products and services with values and this facilitates the process by which consumers confidently recognize and appreciate these values. The easiest way for consumer to know if a brand’s value reflects their own values is via a brand personality. The brand is imbued with human values and characteristics which of consumer identify e.g. genuine, energetic, rugged etc. The brand personality construct fulfils a range of different symbolic functions for consumers that relate to the need for social approval or personal expression. Anthropomorphizing inanimate objects is universal and is thought to occur so that human beings may make sense of their relationship with the material world. Before looking at the values dimensions of brand in greater detail, and their applicability in the charity context it is important to consider the role that values play in the charity context and explore how branding is currently applied charitable organizations.
It is argued that the maintenance and development of values is important both to the sector and to the wider society. Charities must be explicit about their values and philosophy, which should then become the bedrock of their work. Charities should form an integral part of the mission and vision statements and underpin the marketing operation. For an organization to work towards a specific charitable purpose of benefit to society, it must have a value system that both underpins and indeed drives the charity’s operations.
Branding is being adopted by some charities as a way of differentiating from other organizations. Brand personalities in the charity sector are often confused, resulting in different stakeholders perceiving brands in different ways. A brand that emerges from the organization and therefore reinforces its values also facilitates the building of trust. Trust is considered to be of particular importance in the charity context playing a central role in determining donor behavior by offering assurance that funds are being used appropriately.
The metaphor of mirror is used to demonstrate how the values with which consumers identify or to which they aspire are mirrored back to them via the brand image. Crucial to the success of branding is that the self can also be extended symbolically if an object or branding is perceived to have values, qualities or characteristics to which the consumers aspire. The values to which consumers aspire and which are reflected back to them via the brand image, are a manifestation of irrational needs rather than rational choice. The brand personality construct would appear to have a fundamentally different role to play in charities if it is so help facilitate the process of creating identities as values based organizations.
The metaphor of brand as lamp is used to illustrate how a brand’s own unique values are shone like a light externally and internally in an attempt to influence the values of its target audience and those of the host organizations. As lamp, brands are imbued with distorted individual and social values, the sole aim of which is to influence purchasing behavior. Also brand as a lamp is to approach focuses on employee involvement in brand relationship building. The brand performance is enhanced if instead of the brand reflecting the values of the organization, the values of organization are aligned with those of the brand with staff demonstrating their commitment to the delivery of these values. Whilst the normative nature of charitable activity means that it is not the role of charities to create needs and desires that will result in greater consumption, many have been criticized for using advertising to manipulate audiences by eliciting feelings of anger.
The metaphor of lens brand projects with clarity and precision the values upon which the organization is based. The focus then moves away from brand image that is continually changing to organizations reputations that are more constant. Projecting the non negotiable values that underpin a charity’s mission and that emanate from the organization’s culture that branding is most applicable and effective in the charity context. It is only by developing a brand identity around values that are shared by the organization’s key stakeholders that a charity can claim that its values system underpins its activities and is indeed its very reason for existing. As lens, branding provides a tool whereby charities can benefit from differentiation while also developing their identity as values-led organizations. Having identified its core values, a charity must either seek out supporters and donors whose values reflect its own or aim to create a vision that is so powerful that it inspires people to share both its vision and values.
C. Behind the Brand: is business socially responsible?
(Rebecca Collings)
Another preference to the shifting balance of power between producers and consumers is to describe the rise of CSR as the move from a shareholder to a stakeholder economy. Behind the rise of CSR is a growing body of evidence to suggest that consumer demand for sustainable goods and services is on the increase. If companies really do want to be CSR compliant, how can their business process inform the development of ethical products and services that have a viable level of demand? The response of business is further complicated by consumers’ apparently bipolar attitude to socially and environmentally sound products and services.
A responsible organization does the right thing in the eyes of all of its stakeholders. To know each of its stakeholder groups regards as the right thing involves a dialogue with each of these groups and requires modifying the organization’s behavior accordingly. To track that change in behavior, sector benchmarks and key performance indicators must be established and the organization’s progress towards them continuously measure.
Form table 3, the conclusion can get is CSR initiatives work much better when they are linked to an organization’s core business and the way in which it impacts on stakeholders. Cheque book charity does not create the dividend growth of a response to stakeholder issues that leverages a business market or operational opportunities. Mapping a business’ operational activity to the sustainability agenda at the heart of CSR produces many interesting possibilities. One high strees mortgage lender was promoting CSR activity based on time off for staff to work in the community. Worthwhile, but does not leverage the company’s core business or its ability to influence consumer choices.
The strengths and opportunities offered by a CSR framework are exactly what it takes to sustain and expand a business, but only once the weakness and threats have been identified in order to manage risk and cost.
As consumer glamour for more ethically and socially responsible products and services has increased, so CSR programs in the corporate sector have grown. CSR programs should initially focus on weakness and threats, inefficiencies and risks. After all, if CSR programs do not offer business benefits or at least counter potential risks, they are never likely to get off the ground.
CONCLUSION
The benefit of learning marketing for me at this moment is how strategy in branding which is only a simple word can give big impact in human behavior. More important, strategy marketing in branding can use in social activities like charities organization that helping human being and all living kinds in this world. Recently, new strategy in marketing involves how companies can get consumers by sharing the benefit to the social activities. The misunderstanding in using branding in companies and even charities organization can lead them fail to get their missions. For me, branding is a genius thing in the world, to learning branding not only need experiences but also creativity how to see market, consumers perceptions and companies visions with all the staff.
Some important points about branding are :
1. Adopt a brand-led approach that emphasizes elements associated with intellectual capital.
2. The key question of how organizations can recognize, develop and use brands as part of their situational intelligence portfolio are enhance creative decision making and increase significant innovation and value creation.
3. The ideas contained within the brand should be credible to employees and reflect current organizational reality, while also containing elements that stretch the organization towards what it desires to become.
4. An understanding of the brand ensures clarity of image and enhances customer experience, increases intrinsic motivation for employees, organizational knowledge and stakeholder engagement, all of which help promote trust and facilitate creative behavior.
5. The easiest way for consumer to know if a brand’s value reflects their own values is via a brand personality. The brand is imbued with human values and characteristics which of consumer identify e.g. genuine, energetic, rugged etc. The brand personality construct fulfils a range of different symbolic functions for consumers that relate to the need for social approval or personal expression.
6. The metaphor of mirror is used to demonstrate how the values with which consumers identify or to which they aspire are mirrored back to them via the brand image. The metaphor of brand as lamp is used to illustrate how a brand’s own unique values are shone like a light externally and internally in an attempt to influence the values of its target audience and those of the host organizations. The metaphor of lens brand projects with clarity and precision the values upon which the organization is based.
7. Having identified its core values, a charity must either seek out supporters and donors whose values reflect its own or aim to create a vision that is so powerful that it inspires people to share both its vision and values.
8. To track that change in behavior, sector benchmarks and key performance indicators must be established and the organization’s progress towards them continuously measure.
9. As consumer glamour for more ethically and socially responsible products and services has increased, so CSR programs in the corporate sector have grown. CSR programs should initially focus on weakness and threats, inefficiencies and risks
Leadership, Understanding Machiavelli
A. Is it Better to be Loved of Feared?
(Scott Snook)
At Harvard Business School, Professor Scott Snook uses this classic quote to help students become more effective leaders. Using two of the most successful college basketball coaches in history—coaches with as divergent leadership practices as can be imagined. Asks students to confront their basic assumptions about human nature, motivation, and preferred styles of leading.
Bobby Knight, also known as "The General," is the head coach at Texas Tech University. He's a fiery, in-your-face taskmaster who leads through discipline and intimidation, which some critics say goes too far. Mike Krzyzewski, also known as Coach K, leads the men's basketball program at Duke University. Instead of fear, Krzyzewski relies heavily on positive reinforcement, open and warm communication, and caring support.
The stage is set for student to explore their own fundamental assumptions about leadership and human nature. Are people basically lazy or energetic? What motivates people to do their best? What is the most effective style of leading? Is it better to be loved or feared? Knight or Krzyzewski, whom would you hire?
There two types of human. First, If you believe people are fundamentally good—good meaning that they're trying to do their best, self-motivated, want to perform—then your fundamental leadership style will be one way. It will be empowering them, getting obstacles out of the way, and setting high goals while maintaining standards. Second, If you believe people are fundamentally bad—if you believe people are constantly looking to get over and get by and won't do anything unless they're watched—then you'll tend to lead with a very transactional management style that's built primarily around rewards and punishments. Tight supervision, a controlling type of leadership style characterized by a great deal of social distance between leaders and led.
In a company, some employees work better when structure is imposed on them, Snook observes. "It's the understanding that 'I work better, I will perform better, I'll make more money if somebody gives me a pay-per-perform' " work environment, says Snook, "The ultimate lesson is, what kind of person am I, and then what are the implications of my underlying assumptions for how I lead, and the kind of organizations and the type of situations I'm more effective in? It's not like one's better, one's worse."
Also "There are skills in the workplace that you only get through repetition, drill, habit, and discipline. A lot of times we're not real good at those," Snook continues. "So having an external force, whether it's a leader or a compensation system, forces you to do something you wouldn't ordinarily do, the mundane things that make you a better person, a better leader, or a better basketball player.
There are three ovals. First oval is who you are. Middle oval is how you lead. The third oval is the situation. Leaders who can recognize and call upon all three areas can expand their range of management styles to meet the needs of the situation, Snook says. "That could be an individual subordinate who needs more structure, or less structure, or more love, more challenge, or more support. Increasing your ability to accurately read relevant situational demands, understand more clearly your own assumptions about human nature, and then appropriately adapt 'how you lead,' your style, is a life-long process."
For hiring managers, one lesson is to understand the dominant type of motivation supported by your corporate culture and hire people who thrive in those situation,
There is another interesting intersection of the dramatis personae in this tale of two coaches. In the late 1960s, Coach Knight was the basketball coach at the U.S. Military Academy at West Point, where he recruited a young player named Mike Krzyzewski. "Coach K was a young, scrappy kid. He wasn't the best athlete on the team, but he had a lot of leadership potential," Snook says. After Krzyzewski left the Army, he joined Knight as a graduate assistant at Indiana, and the older coach became his mentor."They've been great friends, how could these two people who are so different in their approach to the same game be in each other's corner the whole time?"
B. Niccolo Machiavelli and The Twentieth Century Administrator
(Rihard P Calhoon)
Machiavelli would applaud the widespread application of leadership in today’s organizations and the sophisticated refinements added a consequence of changing culture and increased knowledge. His insightful observations have continued to living for five hundred years is a testimonial to two facts: 1. Tactics that are sound, based on a realistic knowledge of behavior and 2. Ploys that are natural courses of action, undertaken by leader of any period to acquire power, resist aggression and control subordinates. The full extent and ubiquity of Machiavelli’s concepts relevant to present day organizational administrators have largely escaped notice. Emphasis on good practices and principles of management on the one hand have tended obscure the action of leaders that are unsavory but effective. On the other hand, the prevailing connotation of Machiavellian as a conniving, manipulative, cold-blocked means for arriving at selfish ends has completely overshadowed the need for and validity of his concepts. Journals, articles and books on management area are in increasing number, referring strategies used in leadership to pressure tactics and to other aspects of Machiavellianism as a matter of fact.
While in exile, he completed his most famous and infamous book, The Prince. Machiavelli called his book The Prince and not something like The Art of Government because he saw success and failure for states as stemming directly from the qualities of the leader.
The reasons for the continuing vitality of all these contributions and especially of his insights into leadership can be seen more clearly in the following:
1. His scientific point of view.
2. The laboratory in which he made his analyses was unique in history.
3. The period of exile provided time for reflection, for building on his considerable experience and knowledge.
4. Machiavelli’s observational method of studying leadership enabled him to cover a range of leadership actions of amazing breadth.
5. Historical analogy the principal method used by Machiavelli to prove his concepts of leadership is a valuable tool for analysis when properly used.
What concepts had written by Machiavelli in past similar with what happen at present. A corporation is not something different from a state with some interesting similarities; it is a state with few unimportant differences. The point is the corporations and states both have leaders and although culture, society, circumstances and organizational structure modify behavior, interactions and tactics have marked similarities within the leadership task regardless of the specific setting, but there is little alteration in the basics of human behavior despite social culture shifts.
The problems of motivating people existed in Machiavelli’s era and they are present, today’s employees however are much more sophisticated than was the populace in Machiavelli’s time education. Both the tasks and the interaction of people within organizations at various levels presented much the same dilemmas. The difference between administrative behavior in Machiavelli’s time and today is largely one of degree in rules of the game. But feelings needs for power and actions to control the behavior of others follow remarkably similar paths, as detailed examination of Machiavelli’s writings relative to current leadership actions will reveal.
A number of forces are responsible for Machiavellian actions on the part of leaders today:
1. Ambition – consequent impatience
2. Organizational Constraints – on actions or incentives
3. The Failure of Less Directive Methods – setting examples or giving cues
4. Operational – feasibility as observed and as a consequence of trial and error.
5. Ignorance – aggressiveness, etc; the only ways to known to obtain results.
6. Personality of the Individual
For some examples of the many more prevalent Machiavellianism that are justified or necessary for the good of the organization or for protecting oneself in the face of resistive, low motivated or unprincipled personnel using deviousness when power is limited and some action is required, inducing a non delegating superior to expand one’s duties, activating the man who is secure in his job, who knows that he is and who will not do what he should, counteracting the moves of someone who is out to get one’s job, to make one look bad or to make himself look good in comparison with one. At this point there are some thoughts about Machiavellianism today to provide balance. Awareness aggressive sort of leadership can be helpful if the net result is increased understanding of administrative behavior without provoking an inordinate amount of paranoia.
CONCLUSION
One interesting point when learn about leadership in Organization Management is about leadership. A leader of an organization is like a composer who will make or bring the organization to achieve the organization’s vision and mission. Until now, one of the topic that never stopping is debating about Machiavelli’s leadership.
Even Professor Snook at Harvard Business School uses Machiavelli’s leadership theory to understanding about human nature, motivation and preferred styles of leading.
After learning the journal about Niccolo Machiavelli, it’s describe about the brilliant things about how Machiavelli observed something real in reality about human styles of leadership. The point that Machiavelli describes is the leader dilemmas when face two different things which are organization vision with human nature, which one will be chosen.
Prof Snook implicitly said, when a leader knows about human nature, sometimes the leader can use something hard to push the staffs. As example, in modern world, Machiavelli’s theory is using in stick and carrot theory.
A leader must understand his/her own, the situation and the people who is lead, that means the type of leadership must adapt in the situation without sacrifice organization’s purposes.
The good thing learning about Machiavelli is he described all the bad things about human nature, ignored about kindness, religiousness and ethics. It is not about the styles of Machiavelli leadership. He described, in reality there a lot of people trying get his/her own goal by hook or by crook.
Understanding the Machiavelli’s theory will give a leader how to manage staff that has his/her own goal that different with organization’s purposes. That theory also described how to change bad habits in human nature as stated about ambition, organizational constraints, operationally, ignorance, personality of the individual.
(Scott Snook)
At Harvard Business School, Professor Scott Snook uses this classic quote to help students become more effective leaders. Using two of the most successful college basketball coaches in history—coaches with as divergent leadership practices as can be imagined. Asks students to confront their basic assumptions about human nature, motivation, and preferred styles of leading.
Bobby Knight, also known as "The General," is the head coach at Texas Tech University. He's a fiery, in-your-face taskmaster who leads through discipline and intimidation, which some critics say goes too far. Mike Krzyzewski, also known as Coach K, leads the men's basketball program at Duke University. Instead of fear, Krzyzewski relies heavily on positive reinforcement, open and warm communication, and caring support.
The stage is set for student to explore their own fundamental assumptions about leadership and human nature. Are people basically lazy or energetic? What motivates people to do their best? What is the most effective style of leading? Is it better to be loved or feared? Knight or Krzyzewski, whom would you hire?
There two types of human. First, If you believe people are fundamentally good—good meaning that they're trying to do their best, self-motivated, want to perform—then your fundamental leadership style will be one way. It will be empowering them, getting obstacles out of the way, and setting high goals while maintaining standards. Second, If you believe people are fundamentally bad—if you believe people are constantly looking to get over and get by and won't do anything unless they're watched—then you'll tend to lead with a very transactional management style that's built primarily around rewards and punishments. Tight supervision, a controlling type of leadership style characterized by a great deal of social distance between leaders and led.
In a company, some employees work better when structure is imposed on them, Snook observes. "It's the understanding that 'I work better, I will perform better, I'll make more money if somebody gives me a pay-per-perform' " work environment, says Snook, "The ultimate lesson is, what kind of person am I, and then what are the implications of my underlying assumptions for how I lead, and the kind of organizations and the type of situations I'm more effective in? It's not like one's better, one's worse."
Also "There are skills in the workplace that you only get through repetition, drill, habit, and discipline. A lot of times we're not real good at those," Snook continues. "So having an external force, whether it's a leader or a compensation system, forces you to do something you wouldn't ordinarily do, the mundane things that make you a better person, a better leader, or a better basketball player.
There are three ovals. First oval is who you are. Middle oval is how you lead. The third oval is the situation. Leaders who can recognize and call upon all three areas can expand their range of management styles to meet the needs of the situation, Snook says. "That could be an individual subordinate who needs more structure, or less structure, or more love, more challenge, or more support. Increasing your ability to accurately read relevant situational demands, understand more clearly your own assumptions about human nature, and then appropriately adapt 'how you lead,' your style, is a life-long process."
For hiring managers, one lesson is to understand the dominant type of motivation supported by your corporate culture and hire people who thrive in those situation,
There is another interesting intersection of the dramatis personae in this tale of two coaches. In the late 1960s, Coach Knight was the basketball coach at the U.S. Military Academy at West Point, where he recruited a young player named Mike Krzyzewski. "Coach K was a young, scrappy kid. He wasn't the best athlete on the team, but he had a lot of leadership potential," Snook says. After Krzyzewski left the Army, he joined Knight as a graduate assistant at Indiana, and the older coach became his mentor."They've been great friends, how could these two people who are so different in their approach to the same game be in each other's corner the whole time?"
B. Niccolo Machiavelli and The Twentieth Century Administrator
(Rihard P Calhoon)
Machiavelli would applaud the widespread application of leadership in today’s organizations and the sophisticated refinements added a consequence of changing culture and increased knowledge. His insightful observations have continued to living for five hundred years is a testimonial to two facts: 1. Tactics that are sound, based on a realistic knowledge of behavior and 2. Ploys that are natural courses of action, undertaken by leader of any period to acquire power, resist aggression and control subordinates. The full extent and ubiquity of Machiavelli’s concepts relevant to present day organizational administrators have largely escaped notice. Emphasis on good practices and principles of management on the one hand have tended obscure the action of leaders that are unsavory but effective. On the other hand, the prevailing connotation of Machiavellian as a conniving, manipulative, cold-blocked means for arriving at selfish ends has completely overshadowed the need for and validity of his concepts. Journals, articles and books on management area are in increasing number, referring strategies used in leadership to pressure tactics and to other aspects of Machiavellianism as a matter of fact.
While in exile, he completed his most famous and infamous book, The Prince. Machiavelli called his book The Prince and not something like The Art of Government because he saw success and failure for states as stemming directly from the qualities of the leader.
The reasons for the continuing vitality of all these contributions and especially of his insights into leadership can be seen more clearly in the following:
1. His scientific point of view.
2. The laboratory in which he made his analyses was unique in history.
3. The period of exile provided time for reflection, for building on his considerable experience and knowledge.
4. Machiavelli’s observational method of studying leadership enabled him to cover a range of leadership actions of amazing breadth.
5. Historical analogy the principal method used by Machiavelli to prove his concepts of leadership is a valuable tool for analysis when properly used.
What concepts had written by Machiavelli in past similar with what happen at present. A corporation is not something different from a state with some interesting similarities; it is a state with few unimportant differences. The point is the corporations and states both have leaders and although culture, society, circumstances and organizational structure modify behavior, interactions and tactics have marked similarities within the leadership task regardless of the specific setting, but there is little alteration in the basics of human behavior despite social culture shifts.
The problems of motivating people existed in Machiavelli’s era and they are present, today’s employees however are much more sophisticated than was the populace in Machiavelli’s time education. Both the tasks and the interaction of people within organizations at various levels presented much the same dilemmas. The difference between administrative behavior in Machiavelli’s time and today is largely one of degree in rules of the game. But feelings needs for power and actions to control the behavior of others follow remarkably similar paths, as detailed examination of Machiavelli’s writings relative to current leadership actions will reveal.
A number of forces are responsible for Machiavellian actions on the part of leaders today:
1. Ambition – consequent impatience
2. Organizational Constraints – on actions or incentives
3. The Failure of Less Directive Methods – setting examples or giving cues
4. Operational – feasibility as observed and as a consequence of trial and error.
5. Ignorance – aggressiveness, etc; the only ways to known to obtain results.
6. Personality of the Individual
For some examples of the many more prevalent Machiavellianism that are justified or necessary for the good of the organization or for protecting oneself in the face of resistive, low motivated or unprincipled personnel using deviousness when power is limited and some action is required, inducing a non delegating superior to expand one’s duties, activating the man who is secure in his job, who knows that he is and who will not do what he should, counteracting the moves of someone who is out to get one’s job, to make one look bad or to make himself look good in comparison with one. At this point there are some thoughts about Machiavellianism today to provide balance. Awareness aggressive sort of leadership can be helpful if the net result is increased understanding of administrative behavior without provoking an inordinate amount of paranoia.
CONCLUSION
One interesting point when learn about leadership in Organization Management is about leadership. A leader of an organization is like a composer who will make or bring the organization to achieve the organization’s vision and mission. Until now, one of the topic that never stopping is debating about Machiavelli’s leadership.
Even Professor Snook at Harvard Business School uses Machiavelli’s leadership theory to understanding about human nature, motivation and preferred styles of leading.
After learning the journal about Niccolo Machiavelli, it’s describe about the brilliant things about how Machiavelli observed something real in reality about human styles of leadership. The point that Machiavelli describes is the leader dilemmas when face two different things which are organization vision with human nature, which one will be chosen.
Prof Snook implicitly said, when a leader knows about human nature, sometimes the leader can use something hard to push the staffs. As example, in modern world, Machiavelli’s theory is using in stick and carrot theory.
A leader must understand his/her own, the situation and the people who is lead, that means the type of leadership must adapt in the situation without sacrifice organization’s purposes.
The good thing learning about Machiavelli is he described all the bad things about human nature, ignored about kindness, religiousness and ethics. It is not about the styles of Machiavelli leadership. He described, in reality there a lot of people trying get his/her own goal by hook or by crook.
Understanding the Machiavelli’s theory will give a leader how to manage staff that has his/her own goal that different with organization’s purposes. That theory also described how to change bad habits in human nature as stated about ambition, organizational constraints, operationally, ignorance, personality of the individual.
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