Tommy Gustavi Utomo

Jalan Hidup ?? -from other my perspective-

2006-12-08T13:29:00.000+07:00

Received article from Mas Guwendo - Jakarta and forward this s article dedicated to

my brother Mudzakir http://www.hanadam.blogspot.com

"Nikmatilah Kopinya, Bukan Cangkirnya"

Sekelompok alumni satu universitas yang telah mapan dalam karir
masing-masing berkumpul dan mendatangi professor kampus mereka yang telah
tua. Percakapan segera terjadi dan mengarah pada komplain tentang stress di
pekerjaan dan kehidupan mereka.

Menawari tamu-tamunya kopi, professor pergi ke dapur dan kembali dengan
poci besar berisi kopi dan cangkir berbagai jenis - dari porselin, plastik,
gelas, kristal, gelas biasa, beberapa diantara gelas mahal dan beberapa
lainnya sangat indah - dan mengatakan pada para mantan mahasiswanya untuk
menuang sendiri kopinya.

Setelah semua mahasiswanya mendapat secangkir kopi di tangan, professor itu
mengatakan :

"Jika kalian perhatikan, semua cangkir yang indah dan mahal telah diambil,
yang tertinggal hanyalah gelas biasa dan yang murah saja. Meskipun normal
bagi kalian untuk mengingini hanya yang terbaik bagi diri kalian, tapi
sebenarnya itulah yang menjadi sumber masalah dan stress yang kalian alami."

"Pastikan bahwa cangkir itu sendiri tidak mempengaruhi kualitas kopi. Dalam
banyak kasus, itu hanya lebih mahal dan dalam beberapa kasus bahkan
menyembunyikan apa yang kita minum. Apa yang kalian inginkan sebenarnya
adalah kopi, bukanlah cangkirnya, namun kalian secara sadar mengambil
cangkir terbaik dan kemudian mulai memperhatikan cangkir orang lain."

"Sekarang perhatikan hal ini : Kehidupan bagai kopi, sedangkan pekerjaan,
uang dan posisi dalam masyarakat adalah cangkirnya.
Cangkir bagaikan alat untuk memegang dan mengisi kehidupan. Jenis cangkir
yang kita miliki tidak mendefinisikan atau juga mengganti kualitas
kehidupan yang kita hidupi.

Seringkali, karena berkonsentrasi hanya pada cangkir, kita gagal untuk
menikmati kopi yang Tuhan sediakan bagi kita."

Tuhan memasak dan membuat kopi, bukan cangkirnya.
Jadi nikmatilah kopinya, jangan cangkirnya.

Sadarilah jika kehidupan anda itu lebih penting dibanding pekerjaan anda.
Jika pekerjaan anda membatasi diri anda dan mengendalikan hidup anda, anda
menjadi orang yang mudah diserang dan rapuh akibat perubahan keadaan.
Pekerjaan akan datang dan pergi, namun itu seharusnya tidak merubah diri
anda sebagai manusia. Pastikan anda membuat tabungan kesuksesan dalam
kehidupan selain dari pekerjaan anda.

AA Gym Menikah Lagi

2006-12-02T05:49:00.001+07:00

no comment ...........

Mecca - from GoogleEarth

2006-07-17T15:59:00.000+07:00

Abstraction of My Post-graduate Program

2006-07-17T15:40:00.000+07:00

There are hard-busibess chalanges identified would be faces by PT. Netwave Multi Media, todays and tomorrow which entering global era market, because business technology depend on enhanced technology, they would be implementing new concept or advanced technology in their business.

In other hand, hard competition in business technology and durability of a telecomunication system seem shorter, it is push the operators and contractors (telecomunication infrastucture builder) have to calculate how long their system would be survive, it must be cleared and sharped.

Method of research scenario can be use to propose long-term policies including propose effort to know development possibilities of PT. Netwave Multi Media in the future, especially in the telecommunication infrastructure. This method of research scenario is qualitative as intuitive-logic method. Wilson (1998: 81-108), is decision focus determination, to identify decision-key factor, identify and explore external-key factor, to build scenario logic, to select and elaborate scenario also to interpretation scenario.

Research conclusion, there are four scenario possibilities to develop PT. Netwave Multi Media in the future logically.

Scenario A – NETWAVE SUCCESS, it would e reach if telecommunication infrastructure business clime in the ASPAK region open wider and Indonesia macro situation is stable. Company re-structurization process is running well.

Scenario B – NETWAVE NORMAL GROWTH would be happen if ASPAK region condition still in regulates and Indonesia condition is stable. Restructure company process running well and revitalization possibilities can be held.

Scenario C – NETWAVE NOT GOING ANYWHERE, it would be happen if telecommunication infrastructure opens wider but Indonesian situation in a fragile (uncertainly). Company re-structurization process is not running and government or PT. TELKOM as share holder majority.

Finally, scenario D – NETWARE BURRIED, it would be happen if telecommunication infrastructure in Aspak in regulation with Indonesia condition unstable, company re-structurisation is not running well and government or PT. TELKOM as share holder majority.

From 4 (four) scenarios above, that scenario A – NETWAVE SUCCESS is scenario that would be most possible to be happen to company in the future.

Makna Berkurban - oleh Nurcholis Madjid

2006-01-10T12:42:00.000+07:00

KETIKA krisis keuangan yang diikuti krisis ekonomi menimpa negara-negara Asia (timur) pada tahun 1997, kita melihat fenomena menarik di beberapa negara di kawasan tersebut. Di Korea Selatan misalnya, kesulitan ekonomi pada saat itu telah mendorong begitu banyak warga negaranya menyumbangkan harta kekayaannya kepada pemerintah sebagai bentuk kepedulian akan kondisi yang berkembang saat itu. Fenomena serupa kita dapati juga di Thailand.

Di Indonesia, meskipun ada juga beberapa orang yang berbuat serupa, namun begitu kecil dan tidak signifikan sehingga hanya berkesan simbolik saja. Terlepas dari latar belakang politik dan budaya di negara-negara tersebut, hal itu tentu menimbulkan pertanyaan akan komitmen bangsa kita dalam menghadapi kesulitan bersama. Sepertinya setiap orang di negeri ini sibuk dengan kepentingan masing-masing, bahkan menempuh segala macam cara untuk keberhasilannya.Kondisi seperti ini tidak bisa kita diamkan terus. Kita harus menumbuhkan komitmen bersama untuk mengatasi persoalan tersebut hingga menuju ke arah yang lebih baik. Konsekuensi dari sebuah perjuangan tentulah memerlukan banyak pengorbanan. Komitmen dan pengorbanan dari segenap komponen bangsa itulah yang kita perlukan saat ini, dengan cara mengedepankan kepentingan bangsa di atas kepentingan dan kesenangan pribadi atau golongan.

Momentum Idul Adha yang akan dilaksanakan oleh umat Islam hari ini, seyogianya menjadi renungan kita bersama dalam menumbuhkan komitmen kebangsaan ini. Dari sisi sejarah, hari Kurban merupakan peringatan atas pengalaman rohani Nabi Ibrahim AS bersama anaknya, Ismail dan istri beliau, Siti Hajar, dalam menghadapi kesulitan akibat kekeringan di daerah Makah.

Dalam bentuknya yang lebih lengkap, peringatan pengalaman tersebut dilaksanakan di Tanah Suci berupa ibadah haji bersama-sama oleh segenap umat Islam dari segala penjuru dunia. Berkurban- yang pada masa Nabi Ibrahim disimbolkan dengan mengorbankan seekor domba - memiliki nilai-nilai kemanusiaan yang begitu indah dan agung. Diturunkan oleh Allah SWT kepada Nabi Ibrahim melalui mimpi yang haq untuk menyembelih anaknya, Ismail. Perintah itu sekaligus ujian bagi Nabi Ibrahim untuk rela mengorbankan anaknya demi memperoleh rida Allah. Dan Nabi Ibrahim berhasil membunuh ìberhalaî rasa cinta kepada anaknya demi memperoleh rida Allah, yang kemudian Allah mengganti kurban tersebut dengan seekor kambing.

Ini seharusnya menjadi teladan bagi kita karena kecintaan kepada anak yang berlebihan dapat membuat kita berbuat kezaliman-kezaliman sosial, terutama korupsi, kolusi, dan nepotisme, seperti banyak terjadi dalam kehidupan keseharian di negeri ini. Hikmah LainHikmah lain dari kisah tersebut adalah ternyata kesediaan berkurban yang dilakukan oleh Nabi Ibrahim bermuara pada kepedulian sosial. Artinya, kita harus sadar bahwa perintah kurban bukan sekadar suatu bentuk charity tanpa implikasi sosial yang jelas, melainkan sungguh suatu upaya menciptakan kehidupan masyarakat yang lebih baik. Dengan menyadari tujuan berkurban sembari memahami bahwa pada masa Nabi Ibrahim kambing atau hewan ternak secara umum merupakan simbol kekayaan yang paling tinggi yang dimiliki seseorang, maka pada saat ini semangat berkurban seharusnya jauh melampaui daripada sekadar mengurbankan seekor kambing.

Hal ini berangkat dari realitas sosial yang berkembang di masyarakat, yang masih banyak saudara-saudara kita yang hidup di bawah garis kemiskinan, tingkat anak putus sekolah yang tinggi, kualitas kesehatan masyarakat yang rendah, dan realitas sosial lain yang begitu mengkhawatirkan. Dari kesadaran tersebut diharapkan dapat menumbuhkan kembali rasa optimisme warga bangsa ini menuju kepada cita-cita kemandirian bangsa yang berkeadilan sebagai tujuan bernegara.

Seri DOA #2

2006-01-10T12:38:00.000+07:00

DOA KETIKA MENGALAMI KEGAGALAN DALAM BISNIS #2

Adlun fii qodhoo as aluka bikulli ismin huwalaka sammaitabhi nafsuka, au anzaltahu fii kitabika.

Seri DOA #1

2006-01-07T06:25:00.000+07:00

DOA KETIKA MENGALAMI KEGAGALAN DALAM BISNIS #1

Allahumma innii 'abduka, ibnu 'abdika, ibnu 'amatika, naashiyatii biyadika, maadhi fii hukmuka.

Innalillahi wa inna ilaihi rojiun

2006-01-07T06:03:00.000+07:00

Innalillahi wa inna ilaihi rojiun, atas seluruh korban runtuhnya Gedung Hotel Ar-Rayihin Mekkah pada tanggal 5 Januari 2006, hanya kepada Allah SWT lah kita semua berpulang.

The Apprentice Indonesia

2006-01-06T18:47:00.000+07:00

Kalau Indosiar menyebutnya bahwa acara The Apprentice Indonesia (TAI) itu hanya the reality show, saya mungkin menyebutnya dengan istilah yang lebih lain yaitu the serious reality show. Mengapa demikian? Pada awal-awal acara ini di-launch oleh Indosiar, saya sama sekali tidak suka, apa yang saya lihat dengan acara aslinya dengan TAI ini saya pikir sama sekali beda. Pada awal-awalnya, TAI masih banyak ................... (to be continued)

my DANGEROUS daughter !

2006-01-02T15:37:00.000+07:00

Nabilah 'Abil' Nurjannah lahir di RS Harapan Kita Jakarta dengan bantuan Hasnah Siregar DOSG pada tanggal 17 Juli 1999, berarti sekarang ini umurnya kurang lebih 6,5 tahun. Istri saya ketika mengandung Abil, mengalami mual-mual selama 9 bulan! Umur 3 bulan pernah hampir tenggelam di kolam renang Bumi Wiyata Jakarta, umur 4 bulan seneng banget naik perahu dengan kakek apihnya di Pangandaran, umur 3 tahun sempat tenggelam juga di kolam renang Griya Tugu Asri, dan ....... umur 4,5 tahun juara renang 20 meter gaya bebas putri di Kolam Renang Gema Pesona Depok.

Alhamdulillah ya Allah,

KAU karuniai kami anak perempuan yang cantik, pintar, dan patuh pada orang tua.

inset foto : renang di Pesona Bali Hotel Anyer umur 3 tahun.

Blue Ocean Strategy by Chan Kim & Renée Mauborgne

2006-01-01T05:44:00.000+07:00

Companies have long engaged in head-to-head competition in search of sustained, profitable growth. They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet in today’s overcrowded industries, competing head-on results in nothing but a bloody “red ocean” of rivals fighting over a shrinking profit pool. In a book that challenges everything you thought you knew about the requirements for strategic success, W. Chan Kim and Renée Mauborgne contend that while most companies compete within such red oceans, this strategy is increasingly unlikely to create profitable growth in the future. Based on a study of 150 strategic moves spanning more than a hundred years and thirty industries, Kim and Mauborgne argue that tomorrow’s leading companies will succeed not by battling competitors, but by creating “blue oceans” of uncontested market space ripe for growth . Such strategic moves—termed “value innovation”—create powerful leaps in value for both the firm and its buyers, rendering rivals obsolete and unleashing new demand.

BLUE OCEAN STRATEGY provides a systematic approach to making the competition irrelevant. In this frame-changing book, Kim and Mauborgne present a proven analytical framework and the tools for successfully creating and capturing blue oceans. Examining a wide range of strategic moves across a host of industries, BLUE OCEAN STRATEGY highlights the six principles that every company can use to successfully formulate and execute blue ocean strategies. The six principles show how to reconstruct market boundaries, focus on the big picture, reach beyond existing demand, get the strategic sequence right, overcome organizational hurdles, and build execution into strategy. Upending traditional thinking about strategy, this landmark book charts a bold new path to winning the future.

Nine Key Points of Blue Ocean Strategy (BOS)

BOS is the result of a decade-long study of 150 strategic moves spanning more than 30 industries over 100 years (1880-2000).

BOS is the simultaneous pursuit of differentiation and low cost.

The aim of BOS is not to out-perform the competition in the existing industry, but to create new market space or a blue ocean, thereby making the competition irrelevant.

BOS offers a total set of methodologies and tools to create new market space.

While innovation has been seen as a random/experimental process where entrepreneurs and spin-offs are the primary drivers – as argued by Schumpeter and his followers – BOS offers systematic and reproducible methodologies and processes in pursuit of innovation by both new and existing firms.

BOS frameworks and tools include: strategy canvas, value curve, four actions framework, six paths, buyer experience cycle, buyer utility map, and blue ocean idea index.

These frameworks and tools are designed to be visual in order to not only effectively build the collective wisdom of the company but also to effectively execute through easy communication.

BOS covers both strategy formulation and strategy execution.

The three key conceptual building blocks of BOS are: value innovation, tipping point leadership, and fair process.

sebuah PIKNIK yang gagal !

2005-12-16T16:34:00.000+07:00

Piknik, sebuah acara yang seringkali kita tahu dan kenal. Bisa dilakukan oleh keluarga atau sebuah kelompok atau pun kantoran. Piknik bisa kemana aja. Ke pantai bersama, makan bersama di resto yang terkenal, mancing bersama atau bahkan sebuah bhakti sosial bisa menjadi piknik. Piknik yang dilakukan oleh keluarga bisa lebih mudah dalam pelaksanaanya, karena kedekatan hari dan pikiran sehingga acara itu bisa dilaksanakan, karena satu komunitas yang sama. Namun piknik yang dilakukan oleh kantor kadangkala susah dilaksanakan atau paling tidak tidak semua anggota kantor bisa ikut piknik itu. Kenapa?? Meskipun dalam komunitas yang sama tetapi masing-masing belum punya kesamaan hati dan pikiran. Ada yang mau tapi jangan lama-lama, ada yang mau tapi ninggalin keluarga, ada yang gak bisa karena ada acara, dsb. dsb. Lha, terus bagaimana ini sebuah piknik bisa terlaksana? Paling tidak hal-hal berikut bisa menjadi solusi: persiapan harus matang, piknik bukan pemaksaan, piknik jangan lama-lama, piknik jangan jauh-jauh, menggunakan moda transportasi yang mudah dan murah, serta ada tujuan yang jelas. Mohon maaf kepada teman-teman Netwave Multi Media, karena kita tidak bisa piknik bareng-bareng.

Foto diatas mudah-mudahan bisa jadi piknik melalui blog ini : Water Bridge in Germany: six years, 500 million euros, 918 meters long, this is a channel-bridge over the River Elbe and joins the former East and West Germany, as part of the unification project. It is located in the city of Magdeburg, near Berlin. The photo was taken on the day of inauguration.

Learn From The Future (LFTF)

2005-12-04T22:37:00.000+07:00

Gila! Itu sebenarnya yang saya pikirkan ketika hari ini dengerin pelajarannya Prof. Dr. Martani Huseini. Bayangkan, gimana coba terjemahkan makna dari Learn From The Future ? Sebenarnya tentang hal itu ada bukunya, karangan Gary Hamel. Saya sendiri belum baca. Cuman Prof MH udah instruksi gini 'mau ikut bimbingan thesis saya? .. baca Gary Hamel!' Menurut saya ini dari LFTF adalah urusan globalisasi yang pasti akan sampai ke seluruh aspek bisnis di dunia dimana saja berada. Hanya masalah waktu. Apa yang harus siap dengan globalisasi? Prof MH tadi bilang, hanya ada 4 hal yaitu : BETTER, CHEAPER, FASTER dan NEWER.

Coffee Morning

2005-12-02T09:13:00.000+07:00

Hampir dua tahun sudah, di perusahaan Netwave Multi Media berlangsung forum yang bagus sekali, yaitu COFFEE MORNING. Coffee morning sebagai salah satu usaha untuk meningkatkan dan memelihara aspek-aspek yang baik tentang budaya perusahaan. Di perusahaan-perusahaan lain yang sudah maju, coffee morning dikenal dengan breakfast briefing (BHP) atau morning earthquake! (SAS), visi dan misinya adalah sama yaitu sharing each other. Budaya organisasi, memang harus dijaga dengan hal-hal yang seperti ini. Coffee morning di Netwave Multi Media sendiri, memang di-inisiasi oleh Direktur Utama sendiri, yaitu Bapak Wawan Setiawan. Dalam forum ini, setiap karyawan setiap bulannya dipersilakan untuk menyampaikan presentasi dalam apa saja. Dalam coffee morning tanggal 02 Desember 2005 kali ini, saya menyampaikan presentasi berjudul BUDAYA ORGANISASI. Sharing Each Other Grow Together.

(Inset foto : Yohanes Arianto, Wawan Setiawan, Sapta Wijaya, Tati Setyowati - Coffee Morning 02 Desember 2005)

The Types Of Charismatic Leaders

2005-12-01T12:18:00.000+07:00

Self-confidence.They have complete confidence in their judgment and ability.

A vision. This is an idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.

Ability to articulate the vision. They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers’ needs and, hence, acts as a motivating force.

Strong convictions about the vision. Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.

Behavior that is out of the ordinary. Those with the charismaengage in behavior that is perceived as being novel, unconvetional, and counter to norms. When succesful, these behaviors evoke surpise and admiration in followers.

Perceived as being change agent. Charismatic leaders are perceived as agents of radical change rather than as caretakers of the status quo.

Environment sensitivity.These leaders are able to make realistic assessments of the environmental constraints and resources needed to bring about change.

Source:Based on J.A. Conger and R.N.Kanungo,”Behavioral Dimensions of Charismatic Leadership,” in J.A. Conger and R.N. Kanungo , Charismatic Leadership (San Fransisco: Jossey-Bass, 1988), p.91.

Strategy Safari

2005-12-01T11:35:00.000+07:00

Using the analogy of the blind men trying to describe an elephant (remember the story where the one feeling its tail thought it was like a rope, the one feeling its leg thought it was like a tree, the one feeling its tusk thought it was like a spear, etc.) Mintzberg, Ahlstrand and Lampel discuss various approaches to strategic planning. They identify 10 different schools of thought, and describe in chapters devoted to each, its history and origins, basic concepts, applications, advantages and disadvantages, and situations in which that approach to strategic planning may be appropriate.

At the outset of the book, in attempting to define this amorphous beast, they outline what they call 'the 5 P's of strategy', which are really five different ways of thinking about the essential characteristics of strategic planning. These are:

1) strategy as a plan a guide for a course of action, a path from a current state to a desired future end state2) strategy as a pattern "...that is, a consistency of behavior over time. A company that perpetually markets the most expensive products in its industry pursues what is commonly known as a high-end strategy, just as a person who always accepts the most challenging of jobs may be described as pursuing a high-risk strategy." (p.9)

3) strategy as position the location of particular products in particular markets.

4) strategy as perspective "in Peter Drucker's memorable phrase, this is the "theory of the business" (p.13) it represents strategy as a particular philosophy of the business in terms of interacting with the customer, or the way(s) in which goods or services are supplied.

5) strategy as a ploy under this definition, strategy is a means of gaining market share through a specific maneuver, designed to outwit a competitor or opponent.

The authors also discuss at the outset of the book the pros and cons of the various reasons why strategic planning has been thought to be beneficial in an organization. These are:

- strategy sets direction while this is clearly beneficial, the danger is that the blinders that a strategic plan can impose upon an organization can make it difficult to appreciate new opportunities and possibilities as they arise- strategy focuses effort true, but the downside risk is that managers within an organization can get locked into a particular form of "groupthink", again missing out on potential new opportunities

- strategy defines the organization again true to some extent, but the danger here is that the rich diversity inherent within the organization can get overlooked or lost by an overly simplistic stereotype of "what the organization is all about"

- strategy provides consistency assuredly important, but consistency for consistency's sake, without having a clear market-oriented reason for this, is the obvious danger here
So it is apparent that the authors do not necessarily regard strategic planning as a good thing in all cases; they clearly indicate that there are dangers that an overly rational or overly rigorous approach can pose.The core of the book is a detailed description of each of the 10 schools. They differentiate between two categories in this regard: the prescriptive schools, which attempt to identify directions for action on the part of the company based on an assessment of its current situation and that of the environment within which it operates, and the descriptive schools, which simply attempt to understand the historical reasons why a given company is where it is at a particular point in time.

The 10 schools are listed below; the accompanying chart (click here) provides further details on each:

Prescriptive Schools

1) Design School: This approach regards strategy formation as a process of conception, matching the internal situation of the organization to the external situation of the environment. Thus the strategy of the organization is designed to represent the best possible fit.
2) Planning School: Here strategy formation is seen as a formal process, which follows a rigorous set of steps from analysis of the situation to the development and exploration of various alternative scenarios.
3) Positioning School: Under this approach, which is very heavily influenced by the works of Michael Porter, strategy formation as an analytical process placing the business within the context of the industry that it is in, and looking at how the organization can improve its competitive positioning within that industry.
Descriptive Schools
4) Entrepreneurial School: This approach regards strategy formation as a visionary process, taking place within the mind of the charismatic founder or leader of an organization.
5) Cognitive School: This approach, based upon the science of brain functioning, regards strategy formation as a mental process, and analyzes how people perceive patterns and process information.
6) Learning School: This school of thought regards strategy formation as an emergent process, where the management of an organization pays close attention to what works and doesn't work over time, and incorporates these 'lessons learned' into their overall plan of action.
7) Power School: Here strategy development is seen to be a process of negotiation between power holders within the company, and/or between the company and external stakeholders.
8) Cultural School: This approach views strategy formation as a collective process involving various groups and departments within the company; the strategy developed is thus a reflection of the corporate culture of the organization.
9) Environmental School: Here strategy formation is seen to be a reactive process: a response to the challenges imposed by the external environment.
10) Configuration School: In this final approach, the purpose of strategy formation is seen as a process of transforming the organization from one type of decision-making structure into another.

In each of these schools, the process of strategy formulation itself is regarded as something of a "black box" none of them are able to clearly describe how an individual or group is able to leap from the collection and analysis of information, to the conceptualization of alternative courses of action (although they do concede that the cognitive school comes closest). Overall, the authors appear to prefer the 'learning school' (they are teachers, after all), because of the emphasis that it places on an organization incorporating input from its environment, and adapting over time.
In the final analysis, just as none of the blind men's descriptions of the elephant was completely adequate, yet each contained elements of truth, none of these 10 approaches is complete in and of itself, either. Each offers some useful concepts, and some strong points to aid understanding, but has its disadvantages as well (again, see the chart).

As well as providing a useful illumination of the origins and characteristics of the different schools of thought, Strategy Safari also makes for a very enjoyable and entertaining read. Mintzberg et.al. have done an excellent good job of taking a difficult and potentially deadly boring subject and rendering it interesting. The book is highly recommended for anyone embarking upon, or engaging in, a strategic planning process.

Outbond Management Training

2005-11-30T17:27:00.000+07:00

Kadangkala, bagi sebagian banyak orang beradaptasi dengan lingkungan perusahaan susah. Tuntutan sistem organisasi perusahaan di masa depan lebih mengedepankan proses pendewasaan diri, tanggung jawab dan jiwa kepemimpinan dalam setiap aktivitas. Sedikitnya terdapat tiga manfaat mengikuti outdoor management training atau kebanyakan orang mengenalnya dengan nama outbond, yakni pembentukan kesadaran diri, sifat keterbukaan, pemahaman menjadi seorang pemimpin, managerial skill dan kemampuan mengambil keputusan. Banyak aspek yang dapat dipilih dalam outbound training yang sesuai dengan bakat dan kemampuan untuk membangun kualitas hidup. Pelatihan outdoor management training menggunakan metode pembelajaran dari pengalaman yang nyata (experiential learning/learning by doing). Struktur yang digunakan berbentuk guided discovery learning dimana instructor membantu partisipan untuk menemukan makna setiap aktivitas melalui proses kombinasi yang menggunakan analogi metafora, refleksi personal, dan diskusi kelompok. Inti proses kegiatan itu, adalah tanggung jawab peserta untuk mengulas, mengevaluasi secara terus-menerus tentang apa yang terjadi dalam kegiatan selama pelatihan berlangsung dan menggali apa saja yang dapat mereka ambil sebagai pelajaran dan diterapkan dalam kegiatan lain. (inset foto : Outdoor Management Training PT. Netwave Multi Media, Situgunung, 29 April 2005)

Tung Desem Waringin

2005-11-30T07:54:00.000+07:00

Buku karangan TDW ini judulnya aja udah serem. FINANCIAL REVOLUTION. Selama ini sih yang namanya revolution itu cuma politics bukan?? Di halaman depannya banyak sekali tagline, salah satu tagline yag membuat saya 'iseng' untuk nulis di sini adalah Bagaimana Membuat Uang Mengejar Anda. Busyet gak tuh? Kita seringkali gak sadar yah, sejak kecil, karena sistem pendidikan di rumah, atau di sekolah, dan bahkan di lingkungan sosial, kita selalu diperkenalkan dan diajarkan agar kita selalu memenuhi kebutuhan materi, untuk selalu memenuhi pundi-pundi uang terlebih dahulu atau memenuhi kekayaan materi terlebih dahulu. Kata TDW di halaman 19, sebenarnya adalah bahwa kita sering mempunyai keyakinan yang salah mengenai kekayaan atau keyakinan yang saling bertabrakan antara positif dan negatif. Lebih dasyat lagi, mantan petinggi di BCA ini bilang bahwa, masih dihalaman yang sama, otak manusia secara mendasar hanya mencari kenikmatan dan menghindari kesengsaraan. Saya jadi ingat pepatah jaman SD dulu, bersusah-sudah dahulu bersenang-senang kemudian. Kemana ya pepatah itu sekarang? Buku itu setebal 169 halaman, kebetulan saya punya VCD-nya, kalau mau copynya silakan email saya.