Culture Change

1. Vision
2. Philosophy
3. Leadership
4. Process
5. Mission
6. Goals

System Reform

1. Collaboration
2. Using data
3. Objective Detention Admission Criteria
4. Detention Alternatives
5. Case Processing Improvements
6. Conditions of Confinements
7. Disproportionate Minority Confinement

Public Safety Increases

1. Fewer youth brought to detention
2. Reduce reliance on detention
3. Reduce # of youth of color in Detention
4. Fewer children penetrating deeper into the formal system
5. Fewer youth sent to the state Training schools
6. Fewer Criminal Referrals
7. Reduced Recidivism

Continuous Improvement -- Sustainable Improvement Requires A Culture Change

By Ralph Keller

April 1, 2007 -- If you are like most manufacturers in North America who have begun a lean transformation, you know how difficult it is to sustain the improvements your teams have implemented. Why is it that these efforts, with measurable operational improvements, are so difficult to hold on to? As Robert W. "Doc" Hall, one of the founders of the Association for Manufacturing Excellence (AME), says, "It's the culture of your organization that defines 'how we do things around here.'" As a result, you need to change your culture if you want to sustain the changes to your processes that your continuous teams have developed and the measurable benefits they worked so hard to implement.

In every organization, there exist three distinct groups of people. The "change agents" are those who want to change and do everything differently (although not always better), and the "resistors" don't want to make any changes, regardless of the reason. These two groups are at the opposite ends of the distribution curve, but they are small in number, while the vast majority of your people are the "passive majority" in the middle who are pulled from both sides. It is only by changing "how we do things around here" that your organization will be able to redefine your culture and sustain the improvements your teams have made, which means this passive majority has to be won over to the side of change.

The difficult thing about culture is that it's not something you can look at, touch or manage. According to Sherrie Ford of Change Partners in Athens, Ga., culture is the pattern of behaviors and values that employees create for themselves.
It's the legends, rituals and stories that people tell about working in your organization and it's beyond the direct control of management. So, if culture is what determines whether your improvement efforts will be sustainable and it's not something you can manage, what's a manager to do? It's here that leaders prevail and managers fail.
We've all heard the caveat about leaders "walk-ing the talk," but it's much more than that. For leaders to really change "how we do things around here," they have to behave differently than managers and visibly support the people leading the change efforts. If people in your organization really see leaders aligned with and actively supporting their change agents, the passive majority will align more readily with the change agents instead of the resistors, and that's what you need to change the culture of your organization.
According to Tedd Simmons and Larry Fast of General Cable, who spoke at a recent AME Champions Club meeting, people support what they help to create so leaders involve people in decisions that affect them prior to decisions being made, and then they respond to the feedback from these folks. Bob Koski, chairman emeritus of Sun Hydraulics in Sarasota, Fla., says it's up to the leaders to create "psychological safety" for people to enable them to embrace risk and try new ways of doing things without being blamed or punished if things don't work out as expected.
Changes in "how we do things around here" should be viewed like a science experiment. If it works as expected, great and let's celebrate, but if it doesn't work, don't try looking for someone to blame. Instead, ask what we learned so it doesn't happen again, and go on with more changes and experiments to make things better.
This whole process takes a lot of patience since it's changing people's behavior, which takes leadership and perseverance. You are trying to change how people think, act and interact with one another in order to achieve cultural change that will allow your organization to sustain process improvements, and accomplishing this isn't easy.

PERKEMBANGAN SOSIAL DI INDONESIA

by. PAULUS WIRUTOMO

Perkembangan sosial di Indonesia dimulai dengan reformasi yang membawa perubahan terhadap tantanan kehidupan. Reformasi merupakan suatu proses perbaikan dengan melakukan koreksi terhadap unsure-unsur yang rusak, dengan tetap mempertahankan elemen budaya dasar yang masih fungsional, tanpa merubah bentuk masyarakat dan budaya secara total dan mendasar. Transformasi adalah perubahan yang sifatnya lebih cepat, total, mendasar dan menyeluruh. Sedangkan deformasi merupakan kerusakan pada keteraturan sosial tersebut.
Perubahan yang cepat tersebut harus mampu mempertahankan “cultural continuity”, dan disini suatu unsur yang amat perlu dipertahankan adalah kesepakatan-kesepakatan nilai (commonality of values) yang pernah dicapai selama lebih dari 60 tahun silam.

Akibat gejala sosiologis fundamental, maka terjadi pergeseran-pergeseran yang diantaranya sebagai berikut:
1. Pergeseran Struktur Kekuasan: Otokrasi Menjadi Oligarki
 Kekuasaan terpusat pada sekelompok kecil elit, sementara sebagian besar rakyat (demos) tetap jauh dari sumber-sumber kekuasaan (wewenang, uang, hukum, informasi dsb.).
 Krisis dlm representative democracy dan civil society.
2. Kebencian Sosial Yang Tersembunyi (Socio–Cultural Animosity).
Pola konflik di Indonesia ternyata bukan hanya terjadi antara pendukung fanatik Orba dengan pendukung Reformasi, tetapi justru meluas antar suku, agama, kelas sosial, kampung dsb. Sifatnyapun bukan vertical antara kelas atas dan bawah tetapi justru lebih sering horizontal, antara rakyat kecil, sehingga konflik yang terjadi bukan konflik yang korektif tetapi destruktif (tidak fungsional tetapi disfungsional). Kita menjadi “self destroying nation”.
• Konflik sosial yang terjadi di Indonesia bukan hanya konflik terbuka (manifest conflict) tetapi lebih berbahaya lagi adalah “hidden atau latent conflict” antara berbagai golongan.
• Cultural animosity adalah suatu kebencian budaya yang bersumber dari perbedaan ciri budaya tetapi juga perbedaan nasib yang diberikan oleh sejarah masa lalu, sehingga terkandung unsur keinginan balas dendam. Konflik tersembunyi ini bersifat laten karena terdapat mekanisme sosialisasi kebencian yang berlangsung dihampir seluruh pranata sosialisasi (agent of socialization) di masyarakat (mulai dari keluarga, sekolah, kampung, tempat ibadah, media massa, organisasi massa, organisasi politik dsb
• Kita belum berhasil menciptakan kesepakatan budaya (civic culture)
• Persoalannya adalah proses integrasi bangsa kita yang kurang mengembangkan kesepakatan nilai secara alamiah dan partisipatif (integrasi normatif), tetapi lebih mengandalkan pendekatan kekuasaan (integrasi koersif)
• Mempertimbangkan persoalan diatas, nampaknya suatu “socio-cultural policy” dan “socio-cultural” planning - yang berdasarkan analisis sosiologis-antropologis yang mendalam dan metode pemecahan masalah yang dipelajari dari berbagai pengalaman bangsa yang lain - amat kita perlukan.
Kemiskinan dan ketidak adilan sering ”jatuh bersamaan” dengan identitas sosial tertentu.
Karena kebencian sosial yang tersembunyi, maka timbul suatu budaya merebaknya pengangguran. Secara sosiologis, penganggur adalah orang yang tidak memiliki status sosial yang jelas (statusless), sehingga tidak memiliki standar pola perlaku yang pantas atau tidak pantas dilakukan, cenderung mudah melepaskan diri dari tanggungjawab sosial. Dalam kondisi yang ekstrim penganggur tidak peduli terhadap keteraturan sosial, dan bahkan menginginkan terjadinya “kekacauan sosial” (social disorder atau bahkan chaos) agar mendapat keutungan dari ketidak-teraturan itu. Saat ini ada gumpalan massa penganggur yang jumlahnya 9,5 juta (pada th 2003). Mereka banyak dimanfaatkan oleh pelaku politik sebagai alat penekan dan pembenaran aspirasi politik mereka, sehingga demonstrasi saat ini tidak selalu merupakan ekspresi dari aspirasi rakyat yang murni.

Strategy Analysis

Sespati’s 13th Regular Program
Sespim Polri, 20 Augustus 2007

Important Definitions

Strategy
An integrated and coordinated set of commitments and actions designed to exploit core competencies and provides value-added for ‘the customers’.

Strategic Competitiveness
When an organization successfully formulates and implements a value-creating strategy.

Strategic Management Process
The full set of commitments, decisions, and actions required for an organization to achieve strategic competitiveness.

Perilous World

• Rapid changes in technology, accelerated innovation.
• Enormous investments required.
• Severe consequences for failure.

Global Economy

• Goods, people, skills, and ideas move freely across geographic borders.
• Movement is relatively unfettered by artificial constraints.

Developing & Implementing Strategy

• Allows for planned actions rather than reactions
• Helps coordinate business unit strategies

The 21st-Century Landscape

Vision

A enduring picture of what the organization wants to be and, in broad terms, what it wants to ultimately achieve.

Stretches and challenges people and evokes emotions and dreams.
Effective vision statements are:

• Developed by a host of people from across the organization.
• Clearly tied to external and internal environmental conditions.
• Consistent with strategic leaders’ decisions and actions.

Mission

• Specifies the field (s) in which the organization intends to be in and the customers it intends to serve.
• Is more concrete than the vision.
• Is more effective when it fosters strong ethical standards.

Strategic competitiveness are the fruits of the organization’s efforts to achieve its vision and mission.

I/O Model of Strategy Analysis
Dominance of the External Environment

The environment where the organization is in has a stronger influence on the organization’s performance than do the choices officers make inside their organization.

to be continue...

presented by,
DR. Budi W. Soetjipto