Berfikir Serba Sistem Dan Komponen Terkait: Systems Thinking
Berfikir Serba Sistem Dan Komponen Terkait: Systems Thinking
(systems thinking)
DAN KOMPONEN TERKAIT
Sudarsono Hardjosoekarto Ph D
Dosen FISIP UI
Jakarta 16 Maret 2011
Tujuan (Panitya)
Membangun landasan berfikir sistem bagi para peserta
diklatpim II yang akan dan telah menduduki jabatan eselon II
di instansi pemerintah pusat dan daerah
1. Leader as designer
2. Leader as steward
3. Leader as teacher
4
LEADER AS A DESIGNER
1. Integrating the component technologies
2. Design requires something working in practice
The new job descriptions of leaders will involve design of the organization
and its policies. This will require seeing the company as a system in which the
parts are not only internally connected, but also connected to the external
environment and clarifyng how the whole system can work better.
Senge,
1990
Dynamic complexity
Di mana hubungan antara sebab dengan
akibatnya bersifat halus tidak kentara
(subtle).
Di mana pengaruh intervensi dalam kurun
waktu tertentu tidak begitu nampak (obvious)
Di mana tindakan yang sama memiliki efek
jangka panjang yang sangat berbeda dengan
efek jangka pendeknya.
Di mana suatu tindakan memiliki sejumlah
pengaruh pada suatu bagian yang sangat
berbeda dengan pengaruhnya pada bagian lain
dalam sistem yang sama. (Senge, 1990)
Disiplin Berfikir Serba Sistem
3. Lainnya
a. SSDM
b. Causal Map for Policy Makers
A system is an entity which maintains its
existence through the mutual interaction of
its parts
Ludwig von Bertalanffy
Mobil
Onggokan Suku Cadang Mobil
Konsep Serba Sistem: Sebuah adaptive whole
Tidak ada proses komunikasi dan Ada proses komunikasi dan inter
inter relasi relasi
1.Transendental systems
2.Natural systems
3.Designed physical systems
4.Designed abstract system
5.Human Activity Systems
•Serba sistem alam (natural systems)
SYSTEMS THINKING
Hard systems methodology
3. Pemodelan dinamis.
Attributing
Competency
Identity
Ecological Change
Knowledge
Customer Need Identified
Identi ty
Solution - Constructi on
Fri cti on of
Identi ty
B
+
Revenue Shared
+ Knowledge
Sal es Knowledge
Identi ty
Constructi on
of 3 CoP s +
New Project
Staff Knowlege
Gap
Project
Completion
Staff
Effort
Performance
Time
35
SOFT SYSTEMS METHODOLOGY
1. Dalam hidup sehari-hari kita menghadapi situasi di mana harus melakukan sesuatu
atau memperbaiki sesuatu.
2. Kita selalu menghadapi situasi problematik.al (problematical situation), bukan
problem situations
3. Banyak cara untuk mengatasi problematical situation: atas dasar pengalaman,
intuisi, langkah yang acak, respons emosional, atau mengatasi dengan SSM.
Ciri problematical situation
1. Compexity
2. Never static
3. Contain multiple interacting perceptions of ‘reality’
4. Different people have different taken-as-given (and often
unexamined) assumptions about the world
5. Contain people who have different worldviews
6. Contain people who are trying to act purposefully, with intention,
not simple acting by instinct or randomly.
Changes:
Problem situation Action to improve systematically
considered the problem desirable, culturally
problematic situation feasible
Comparison of models
Problems situation and real world
expressed
Real world
Systems thinking about real world
Conceptual models
Root definition of of the systems
relevant purposeful (holons) named in
activity systems the root definition
LEADER AS A DESIGNER
1. Integrating the component technologies
2. Design requires something working in practice
The new job descriptions of leaders will involve design of the organization
and its policies. This will require seeing the company as a system in which
the parts are not only internally connected, but also connected to the
external environment and clarifyng how the whole system can work better.
Senge,
1990
Seeing a company as a system
Systems thinking
43
Leader as Steward
1. The leader develop a unique relationship to his or her own
personal vision.
2. He or she becomes a steward of the vision
3. In the context of building learning organization, …. to see the
way individuals committed to such work describe their own sense
of purpose.
44
Visionary Leadership
46
How can such leaders be developed?
47
The importance of Five Learning
Disciplines
They provide a framework for focusing the effort to develop
the capacity to lead. Systems thinking, personal mastery,
mental models, building shared vision, and the team learning
--- these might just as well be called the leadership disciplines
as the learning disciplines.
48
CAPRES dan CALON KEPALA
DAERAH
1. Pasal 15 a UU 42 tahun 2008
…. menyerahkan visi, misi dan program
kerja bakal pasangan calon
INDONESIA 14 %
MALAYSIA 17.5 JUTA
QATAR 65 % THAILAND 13.8 JUTA
PUBLIK 21 % SINGAPORE 9.7 JUTA
INDONESIA 4.8 JUTA
Indikator Mikro
TAPIOKA IMPOR IKAN
Indikator Mikro
Systems Thinking
dalam
Reformasi Birokrasi
PERKEMBANGAN IMPLEMENTASI
BALANCED SCORECARD KEMENTERIAN KEUANGAN
TAHUN 2010
61
Pembinaan Sektor Informal PKL untuk
Pembangunan Sosial Berkeadilan
Relokasi PKL di Kota SOLO
Transformasi
1.Struktur sosial
2. Proses sosial
3. Kultur
62
63
64
65
SSM : Analisis CATWOE
1. Membentuk koperasi.
2. Membuat Perda.
3. Menyediakan tempat usaha gratis di tempat relokasi.
4. Menyediakan berbagai alternatif sarana usaha PKL.
5. Menyediakan syarat administrasi usaha (SIUPP, TDP).
6. Membuka akses pasar (promosi).
7. Merestrukturisasi APBD yang memadai.
8. Melakukan evaluasi PKL yang gagal setelah relokasi.
Transformasi Proses Sosial:
Tidak Partisipatif ke Partisipatif
1. Melakukan dialog intensif (rembug).
2. Membuat prosesi pindahan (kirab).
3. Memberikan peran kepada paguyuban.
4. Menyerahkan pembagian ruang melalui
undian diantara PKL.
5. Melibatkan LSM dalam perumusan draft
Perda.
6. Mengakomodasi unjuk rasa damai.
7. Mengakomodasi PKL yang gagal
Transformasi Kultur:
Tidak tertib ke tertib
1. Membuat public space dan public sphere.
2. Mengintensifkan komunikasi langsung
(SLJJ).
3. Mengganti pentungan dengan buku kecil
4. Melarang satpol PP makan di PKL.
5. Mempertemukan kegiatan PKL dengan
kegiatan turisme.
Sosialisasi dan Persiapan Relokasi
1. Menyiapkan anggaran
2. Membangun sarpras untuk relokasi
3. Memfasilitasi paguyuban
4. Memfasilitasi undian kios oleh paguyuban
5. Memfasilitasi prosesi relokasi
71
Pendampingan pasca relokasi
1. Menyediakan surat-surat usaha (SIPP, TDP)
2. Mendampingi promosi usaha
3. Mengawasi lokasi lama
4. Merelokasi kembali PKL yang gagal
5. Menyediakan pembiayaan usaha
6. Membantu pembentukan koperasi
7. Membuat Perda
72
CAUSAL MAP OF POLICY MAKERS
+
collusive tie between import +
+
Politicians and - -
business + foreign currency
- national surplus in foreign + reserve
competitiveness export currencies
government + - -
lack of + - +
democracy Interruption in financial + financial crisis
+ activity transparancy and - speculative
advanced technology investment
+ corruption + - national
- +
- complain credibility
of labor + +
market + + +
+
+ - foreign +
competition industrial
investment value of
+ job + restructuring
+ + currency
flexibility in labor pain sharing between
growth first policy marakets Employer and ompleyee
- + +
+
+ - unenployment
level of economic
activity + + restrukturing of
+ BIS ratio
+ financial institution
- money flow
+ loan
+ - +
- -
banckrupcy investment - interest rate -
+
1990: debat
2003: PAILIT
82
Presiden Soeharto
“Saya yakin, IPTN dapat bersaing di
pasaran internasional”.
IMPOR LELE
Indikator Mikro
SYSTEMS THINKING
FOR
ADULTS
KETIDAKBERDAYAAN BELAJAR
1. I am my position
2. The enemy is out there
3. The illusion of taking
charge
4. The fixation on events
5. The parable of boiled frog
6. The delusion of learning
from experience
7. The myth of the
management team
89
1. A PAINFUL PROCESS
2. LEARNING DISABILITY
Instrumen Hukum
RDG DAMKAR
1999 : Keluar RDG UU 5/1974 Dj Otda
2000: Keluar RDG UU 5/1974 Sekjen
2001 : Tidak Keluar RDG UU 22/1999 Dj Otda
12.000
10.800
9.600
8.400
7.200
6.000
4.800
3.600
2.400
1.200
0
AGUST
AGUST
AGUST
MEI
MEI
MEI
MAR
JUL
MAR
JUL
MAR
JUL
JUN
JUN
JUN
APR
OKT
NOP
APR
OKT
NOP
OKT
NOP
APR
FEB
DES
FEB
DES
FEB
DES
FEB
SEP
SEP
SEP
JAN
JAN
JAN
JAN
2008 2009 2010 2011