MANAJEMEN MANAJEMEN STRATEGIS STRATEGIS

RUMAH SAKITRUMAH SAKIT

dr.Adib Abdullah Yahya,MARSdr.Adib Abdullah Yahya,MARS..

PEMBAHASANPEMBAHASAN

- - PENGERTIAN MANAJEMEN STRATEGISPENGERTIAN MANAJEMEN STRATEGIS

- ELEMEN DARI MANAJEMEN STRATEGIS- ELEMEN DARI MANAJEMEN STRATEGIS

- PERAN KEPEMIMPINAN- PERAN KEPEMIMPINAN

- PENYUSUNAN STRATEGI DI RUMAH SAKIT- PENYUSUNAN STRATEGI DI RUMAH SAKIT

- STRATEGIC STAKEHOLDER MANAGEMENT- STRATEGIC STAKEHOLDER MANAGEMENT

- SYNERGY AS A STRATEGIC MANGEMENT PROGRAM- SYNERGY AS A STRATEGIC MANGEMENT PROGRAM

PENGERTIANPENGERTIAN

ETIMOLOGI :ETIMOLOGI :

- YUNANI : - YUNANI :

““STRATEGOS”STRATEGOS” BERARTI : BERARTI :

. JENDRAL. JENDRAL

. TENTARA. TENTARA

. MEMIMPIN. MEMIMPIN

““STRATEGEO”STRATEGEO” BERARTI : BERARTI :

“ “ MERENCANAKAN UNTUK MERENCANAKAN UNTUK MENGHANCURKAN MUSUH MELALUI PEMANFAATAN MENGHANCURKAN MUSUH MELALUI PEMANFAATAN SUMBER DAYA SECARA EFEKTIF “SUMBER DAYA SECARA EFEKTIF “

STRATEGI ADALAH PENDEKATAN STRATEGI ADALAH PENDEKATAN POLA PIKIRPOLA PIKIR, , PERENCANAAN DAN PENGAMBILAN KEPUTUSANPERENCANAAN DAN PENGAMBILAN KEPUTUSAN DALAM SITUASI BISNIS YANG MENGHARUSKAN DALAM SITUASI BISNIS YANG MENGHARUSKAN MANAJER UNTUK MENGETAHUI, MEMAHAMI, MANAJER UNTUK MENGETAHUI, MEMAHAMI, MENERIMA DAN MENDUKUNG MISI ORGANISASI, MENERIMA DAN MENDUKUNG MISI ORGANISASI, ATAU UNIT DI DALAM ORGANISASI, DAN ATAU UNIT DI DALAM ORGANISASI, DAN MENGHUBUNGKAN MISI TERSEBUT DENGAN MENGHUBUNGKAN MISI TERSEBUT DENGAN LINGKUNGANLINGKUNGAN DITEMPAT KEPUTUSAN-KEPUTUSAN DITEMPAT KEPUTUSAN-KEPUTUSAN TERSEBUT AKAN DIIMPLEMENTASIKAN.TERSEBUT AKAN DIIMPLEMENTASIKAN.

““DRIVING FORCE” DI BALIK POLA PIKIR, PERENCANAAN DRIVING FORCE” DI BALIK POLA PIKIR, PERENCANAAN DAN MANAJEMEN STRATEGIS ADALAH DAN MANAJEMEN STRATEGIS ADALAH MISI MISI

ORGANISASI.ORGANISASI.

MANAJEMEN STRATEGIS ADALAH MANAJEMEN STRATEGIS ADALAH KEGIATAN KOLEKTIFKEGIATAN KOLEKTIF YANG YANG MENYANGKUT PEMAHAMAN TENTANG HAKEKAT DAN MENYANGKUT PEMAHAMAN TENTANG HAKEKAT DAN IMPLIKASI DARI IMPLIKASI DARI PERUBAHAN EKSTERNALPERUBAHAN EKSTERNAL, KEMAMPUAN , KEMAMPUAN UNTUK UNTUK MENGEMBANGKAN STRATEGI YANG EFEKTIF DALAM MENGEMBANGKAN STRATEGI YANG EFEKTIF DALAM MENGHADAPI PERUBAHAN, DAN KEMAUAN SERTA MENGHADAPI PERUBAHAN, DAN KEMAUAN SERTA KEMAMPUAN UNTUK MENGELOLA SECARA AKTIF KEMAMPUAN UNTUK MENGELOLA SECARA AKTIF MOMENTUM MOMENTUM ORGANISASIORGANISASI

SUATU KEHARUSAN BAGI MANAJER RUMAH SAKIT, UNTUK SUATU KEHARUSAN BAGI MANAJER RUMAH SAKIT, UNTUK MEMAHAMI PERUBAHAN-PERUBAHAN YANG TERJADI DI MEMAHAMI PERUBAHAN-PERUBAHAN YANG TERJADI DI LINGKUNGANNYA; MEREKA TIDAK HANYA RESPONSIF LINGKUNGANNYA; MEREKA TIDAK HANYA RESPONSIF TERHADAP PERUBAHAN TETAPI HARUS MAMPU TERHADAP PERUBAHAN TETAPI HARUS MAMPU MENCIPTAKAN MENCIPTAKAN MASA DEPANMASA DEPAN

MANAJEMEN STRATEGIS DISUSUN SEBAGAI PENDEKATAN ATAU MANAJEMEN STRATEGIS DISUSUN SEBAGAI PENDEKATAN ATAU FILOSOFI UNTUK MENGELOLA ORGANISASI YANG SANGAT FILOSOFI UNTUK MENGELOLA ORGANISASI YANG SANGAT KOMPLEKSKOMPLEKS

ELEMEN DARI MANAJEMEN STRATEGISELEMEN DARI MANAJEMEN STRATEGIS

PENDEKATAN MANAJEMEN STRATEGISPENDEKATAN MANAJEMEN STRATEGIS

PADA ORGANISASI YANG KOMPLEKS SEPERTI RUMAH SAKIT, PADA ORGANISASI YANG KOMPLEKS SEPERTI RUMAH SAKIT, DALAM MELAKSANAKAN MANAJEMEN STRATEGIS DIPERLUKAN DALAM MELAKSANAKAN MANAJEMEN STRATEGIS DIPERLUKAN PENDEKATAN ANALITISPENDEKATAN ANALITIS MAUPUN MAUPUN PENDEKATAN KEDARURATANPENDEKATAN KEDARURATAN ( EMERGENT/CONTINGENCY) :( EMERGENT/CONTINGENCY) :

– PENDEKATAN ANALITIKPENDEKATAN ANALITIK ATAU RASIONAL BERGANTUNG PADA ATAU RASIONAL BERGANTUNG PADA PENGEMBANGAN LANGKAH-LANGKAH ATAU PROSES YANG LOGIS PENGEMBANGAN LANGKAH-LANGKAH ATAU PROSES YANG LOGIS

(LINEAR THINKING)(LINEAR THINKING)– MODEL EMERGENTMODEL EMERGENT, BERGANTUNG PADA PEMIKIRAN INTUITIF, , BERGANTUNG PADA PEMIKIRAN INTUITIF,

KEPEMIMPINAN, DAN PEMBELAJARAN DAN MERUPAKAN BAGIAN KEPEMIMPINAN, DAN PEMBELAJARAN DAN MERUPAKAN BAGIAN DARI MANAJEMENDARI MANAJEMEN

KEDUA PENDEKATAN INI DIBUTUHKAN DAN DIPANDANG SEBAGAI KEDUA PENDEKATAN INI DIBUTUHKAN DAN DIPANDANG SEBAGAI SATU “SINGLE MODEL”SATU “SINGLE MODEL”

PENDEKATAN ANALITIS DAPAT DISAMAKAN DENGAN PENDEKATAN ANALITIS DAPAT DISAMAKAN DENGAN “PETA”,SEDANGKAN MODEL EMERGENT MERUPAKAN “PETA”,SEDANGKAN MODEL EMERGENT MERUPAKAN “KOMPAS”NYA“KOMPAS”NYA

MODEL MANAJEMEN STRATEGIS YANG MENCAKUP MODEL MANAJEMEN STRATEGIS YANG MENCAKUP PENDEKATAN ANALITIS DAN EMERGENT BIASANYA PENDEKATAN ANALITIS DAN EMERGENT BIASANYA TERDIRI DARI TIGA ELEMEN :TERDIRI DARI TIGA ELEMEN :

POLA PIKIR STRATEGIS POLA PIKIR STRATEGIS (STRATEGIC THINKING)(STRATEGIC THINKING)

PERENCANAAN STRATEGIS PERENCANAAN STRATEGIS (STRATEGIC PLANNING)(STRATEGIC PLANNING)

MOMENTUM STRATEGIS MOMENTUM STRATEGIS (STRATEGIC MOMENTUM)(STRATEGIC MOMENTUM)

STRATEGIC THINKINGSTRATEGIC THINKING

MENGENALI KENYATAAN TENTANG PERUBAHANMENGENALI KENYATAAN TENTANG PERUBAHAN

MEMPERTANYAKAN ASUMSI DAN KEGIATAN MEMPERTANYAKAN ASUMSI DAN KEGIATAN TERKINITERKINI

MEMBANGUN PEMAHAMAN SISTEMMEMBANGUN PEMAHAMAN SISTEM

MELIHAT KEMUNGKINAN MASA DEPANMELIHAT KEMUNGKINAN MASA DEPAN

MENCIPTAKAN IDE-IDE BARUMENCIPTAKAN IDE-IDE BARU

MEMPERTIMBANGKAN KESESUAIAN ORGANISASI MEMPERTIMBANGKAN KESESUAIAN ORGANISASI DENGAN LINGKUNGAN EKSTERNALDENGAN LINGKUNGAN EKSTERNAL

STRATEGIC THINKING MELAKUKAN ASESMEN STRATEGIC THINKING MELAKUKAN ASESMEN TERHADAP: TERHADAP:

PERUBAHAN KEBUTUHAN DARI STAKE HOLDERS PERUBAHAN KEBUTUHAN DARI STAKE HOLDERS (PEMANGKU KEPENTINGAN)(PEMANGKU KEPENTINGAN)

PERUBAHAN MENYANGKUT TEKNOLOGI, SOSIAL DAN PERUBAHAN MENYANGKUT TEKNOLOGI, SOSIAL DAN DEMOGRAFI, EKONOMI, POLITIK/PERUNDANGANDEMOGRAFI, EKONOMI, POLITIK/PERUNDANGAN

TUNTUTAN KOMPETITIFTUNTUTAN KOMPETITIF

““STRATEGIC THINKERS” SELALU STRATEGIC THINKERS” SELALU MEMPERTANYAKAN: MEMPERTANYAKAN:

““WHAT ARE WE DOING NOW THAT WE SHOULD STOP WHAT ARE WE DOING NOW THAT WE SHOULD STOP DOING?”DOING?”

““WHAT ARE WE NOT DOING NOW, BUT SHOULD WHAT ARE WE NOT DOING NOW, BUT SHOULD START DOING?”START DOING?”

““WHAT ARE WE DOING NOW THAT WE SHOULD WHAT ARE WE DOING NOW THAT WE SHOULD CONTINUE TO DO BUT PERHAPS IN A CONTINUE TO DO BUT PERHAPS IN A FUNDAMENTALLY DIFFERENT WAY?”FUNDAMENTALLY DIFFERENT WAY?”

STRATEGIC PLANNINGSTRATEGIC PLANNING

STRATEGIC PLANNING ADALAH PROCESS SECARA STRATEGIC PLANNING ADALAH PROCESS SECARA

PERIODIK DALAM MENGEMBANGKAN SATU PERIODIK DALAM MENGEMBANGKAN SATU

PERANGKAT LANGKAH-LANGKAH DALAM ORGANISASI PERANGKAT LANGKAH-LANGKAH DALAM ORGANISASI

UNTUK MENCAPAI MISI DAN VISINYA DENGAN UNTUK MENCAPAI MISI DAN VISINYA DENGAN

MENGGUNAKAN MENGGUNAKAN POLA PIKIR STRATEGISPOLA PIKIR STRATEGIS

STRATEGIC PLANNING : STRATEGIC PLANNING :

– MENYIAPKAN PROSES LANGKAH DEMI LANGKAH YANG MENYIAPKAN PROSES LANGKAH DEMI LANGKAH YANG BERURUTAN UNTUK MENCIPTAKAN STRATEGIBERURUTAN UNTUK MENCIPTAKAN STRATEGI

– MELIBATKAN KEGIATAN-KEGIATAN “PERIODIC GROUP MELIBATKAN KEGIATAN-KEGIATAN “PERIODIC GROUP STRATEGIC THINKING (BRAINSTORMING)”STRATEGIC THINKING (BRAINSTORMING)”

– MEMBUTUHKAN DATA/INFORMASIMEMBUTUHKAN DATA/INFORMASI– MEMBANGUN FOKUS UNTUK ORGANISASIMEMBANGUN FOKUS UNTUK ORGANISASI– MEMFASILITASI PENGAMBILAN KEPUTUSAN YANG MEMFASILITASI PENGAMBILAN KEPUTUSAN YANG

KONSISTENKONSISTEN– KONSENSUS AKAN KEBUTUHAN GUNA PENYESUAIAN KONSENSUS AKAN KEBUTUHAN GUNA PENYESUAIAN

ORGANISASI DENGAN LINGKUNGAN EKSTERNALORGANISASI DENGAN LINGKUNGAN EKSTERNAL– HASILNYA ADALAH PERENCANAAN STRATEGIS YANG HASILNYA ADALAH PERENCANAAN STRATEGIS YANG

TERDOKUMENTASITERDOKUMENTASI

STRATEGIC MOMENTUMSTRATEGIC MOMENTUM

STRATEGIC MOMENTUM MENYANGKUT KEGIATAN STRATEGIC MOMENTUM MENYANGKUT KEGIATAN

SEHARI-HARI UNTUK MENGELOLA STRATEGI GUNASEHARI-HARI UNTUK MENGELOLA STRATEGI GUNA

PENCAPAIAN SASARAN STRATEGISPENCAPAIAN SASARAN STRATEGIS

DARI ORGANISASIDARI ORGANISASI

STRATEGIC MOMENTUM:STRATEGIC MOMENTUM:

– KEGIATAN NYATA UNTUK MENCAPAI SASARAN SPESIFIK KEGIATAN NYATA UNTUK MENCAPAI SASARAN SPESIFIK – MENYANGKUT PROSES PENGAMBILAN KEPUTUSAN DAN MENYANGKUT PROSES PENGAMBILAN KEPUTUSAN DAN

DAMPAKNYADAMPAKNYA– MENGHASILKAN BUDAYA DAN STYLEMENGHASILKAN BUDAYA DAN STYLE– MEMUNCULKAN ANTISIPASI, INOVASI DAN KEUNGGULANMEMUNCULKAN ANTISIPASI, INOVASI DAN KEUNGGULAN– MENGEVALUASI KINERJA STRATEGI MELALUI MENGEVALUASI KINERJA STRATEGI MELALUI

PENGENDALIANPENGENDALIAN– SUATU PROSES PEMBELAJARANSUATU PROSES PEMBELAJARAN– BERGANTUNG PADA PENINGKATAN POLA PIKIR BERGANTUNG PADA PENINGKATAN POLA PIKIR

STRATEGIS DAN PERENCANAAN STRATEGIS PERIODIKSTRATEGIS DAN PERENCANAAN STRATEGIS PERIODIK

MOMENTUM STRATEGIS MENJAMIN FILOSOFI YANG MOMENTUM STRATEGIS MENJAMIN FILOSOFI YANG BERKELANJUTAN DALAM MENGEMBANGKAN DAN BERKELANJUTAN DALAM MENGEMBANGKAN DAN MENGATUR PERENCANAAN, KEGIATAN DAN MENGATUR PERENCANAAN, KEGIATAN DAN PENGENDALIAN DARI ORGANISASIPENGENDALIAN DARI ORGANISASI

MANFAAT MANAJEMEN STRATEGISMANFAAT MANAJEMEN STRATEGIS

KETIGA KEGIATAN MANAJEMEN STRATEGIS (STRATEGIC KETIGA KEGIATAN MANAJEMEN STRATEGIS (STRATEGIC THINKING, STRATEGIC PLANNING DAN STRATEGIC MOMENTUM) THINKING, STRATEGIC PLANNING DAN STRATEGIC MOMENTUM) AKAN MEMBERIKAN MANFAAT BAGI RUMAH SAKIT: AKAN MEMBERIKAN MANFAAT BAGI RUMAH SAKIT:

– MENGHUBUNGKAN ORGANISASI DENGAN TUJUAN YANG MENGHUBUNGKAN ORGANISASI DENGAN TUJUAN YANG RASIONAL DAN NILAI-NILAI YANG BERLAKURASIONAL DAN NILAI-NILAI YANG BERLAKU

– MEMPERBAIKI KINERJA KEUANGANMEMPERBAIKI KINERJA KEUANGAN– ADANYA KONSEP YANG JELAS, TUJUAN YANG SPESIFIK DAN ADANYA KONSEP YANG JELAS, TUJUAN YANG SPESIFIK DAN

PANDUAN SERTA PENGAMBILAN KEPUTUSAN YANG PANDUAN SERTA PENGAMBILAN KEPUTUSAN YANG KONSISTENKONSISTEN

– MEMBANTU MANAJER MEMAHAMI KONDISI SAAT INI, MEMBANTU MANAJER MEMAHAMI KONDISI SAAT INI, MEMIKIRKAN MASA DEPAN DAN MENGENALI TANDA-TANDA MEMIKIRKAN MASA DEPAN DAN MENGENALI TANDA-TANDA

PERLUNYA PERUBAHANPERLUNYA PERUBAHAN– PERLUNYA MANAJER BERKOMUNIKASI SECARA VERTIKAL PERLUNYA MANAJER BERKOMUNIKASI SECARA VERTIKAL

DAN HORISONTAL MEMPERBAIKI KOORDINASI DALAM DAN HORISONTAL MEMPERBAIKI KOORDINASI DALAM ORGANISASI SECARA MENYELURUHORGANISASI SECARA MENYELURUH

– MENDORONG INOVASI DAN PERUBAHAN DALAM ORGANISASI MENDORONG INOVASI DAN PERUBAHAN DALAM ORGANISASI UNTUK MEMENUHI KEBUTUHAN DARI SITUASI YANG UNTUK MEMENUHI KEBUTUHAN DARI SITUASI YANG

DINAMISDINAMIS

PERAN KEPEMIMPINANPERAN KEPEMIMPINANKEPEMIMPINAN MEMEGANG PERAN PENTING DALANM KEPEMIMPINAN MEMEGANG PERAN PENTING DALANM PENGEMBANGAN STRATEGIPENGEMBANGAN STRATEGISTRATEGI TIDAK BISA DICIPTAKAN HANYA DENGAN ANALISIS, STRATEGI TIDAK BISA DICIPTAKAN HANYA DENGAN ANALISIS, TETAPI PENGEMBANGANNYA DAPAT DIPERKUAT DENGAN TETAPI PENGEMBANGANNYA DAPAT DIPERKUAT DENGAN PENDEKATAN YANG LOGISPENDEKATAN YANG LOGIS

PERAN KRITIS KEPEMIMPINAN :PERAN KRITIS KEPEMIMPINAN :

– MENGAJUKAN MENGAJUKAN PERTANYAAN YANG TEPATPERTANYAAN YANG TEPAT KETIMBANG MENEMUKAN KETIMBANG MENEMUKAN JAWABAN YANG BENARJAWABAN YANG BENAR

– MENGAJUKAN MENGAJUKAN ALTERNATIF KONSEP INTERPRETASI SITUASIALTERNATIF KONSEP INTERPRETASI SITUASI– BERTINDAK SELAKU BERTINDAK SELAKU KATALISATORKATALISATOR, MENDORONG MANAJER UNTUK , MENDORONG MANAJER UNTUK

MEMIKIRKAN MASA DEPAN DENGAN CARA YANG KREATIFMEMIKIRKAN MASA DEPAN DENGAN CARA YANG KREATIF– MEMBANTU MENGENALI DAN MENYEDIAKAN MEMBANTU MENGENALI DAN MENYEDIAKAN INFORMASIINFORMASI TENTANG TENTANG

ISU-ISU STRATEGIS PENTINGISU-ISU STRATEGIS PENTING– MENYAMPAIKAN STRATEGI DENGAN CUKUP JELAS UNTUK MENYAMPAIKAN STRATEGI DENGAN CUKUP JELAS UNTUK

KEPENTINGAN KEPENTINGAN OPERASIONALISASIOPERASIONALISASI– MENGURAIKAN STRATEGI KE DALAM SUB STRATEGI, PROGRAM-MENGURAIKAN STRATEGI KE DALAM SUB STRATEGI, PROGRAM-

PROGRAM DAN RENCANA AKSI UNTUK PROGRAM DAN RENCANA AKSI UNTUK MEREALISAIKAN TIAP MEREALISAIKAN TIAP STRATEGISTRATEGI

– MEMPERTIMBANGKAN MEMPERTIMBANGKAN DAMPAK PERUBAHAN STRATEGIDAMPAK PERUBAHAN STRATEGI DALAM DALAM OPERASIONAL ORGANISASIOPERASIONAL ORGANISASI

– MENGKOMUNIKASIKAN DAN MENGENDALIKANMENGKOMUNIKASIKAN DAN MENGENDALIKAN STRATEGI STRATEGI

TIAP MANAJER/LEADER SEBAGAI TIAP MANAJER/LEADER SEBAGAI BAGIAN DARI TUGASNYA HARUS BAGIAN DARI TUGASNYA HARUS PEDULI DENGAN PERUBAHAN, INOVASI PEDULI DENGAN PERUBAHAN, INOVASI DAN KEUNGGULAN, SERTA DAN KEUNGGULAN, SERTA MENGAJUKAN PERTANYAAN KRITIS :MENGAJUKAN PERTANYAAN KRITIS :

– ““SHOULDSHOULD WE BE DOING THIS IN THE WE BE DOING THIS IN THE FUTURE?”FUTURE?”

– ““HOW HOW SHOULD WE BE DOING THIS?”SHOULD WE BE DOING THIS?”– ““WHATWHAT NEW THINGS SHOULD WE BE NEW THINGS SHOULD WE BE

DOING?”DOING?”

PENYUSUNAN STRATEGI RUMAH SAKITPENYUSUNAN STRATEGI RUMAH SAKIT

PENYUSUNAN STRATEGI ADALAH SUATU PROSES PENYUSUNAN STRATEGI ADALAH SUATU PROSES PENETAPAN POLA KEGIATAN YANG MENJADI PENETAPAN POLA KEGIATAN YANG MENJADI PANDUAN BAGI ORGANISASI UNTUK BERGERAK KE PANDUAN BAGI ORGANISASI UNTUK BERGERAK KE SATU TUJUANSATU TUJUAN

EMPAT KOMPONEN YANG MEMPENGARUHI EMPAT KOMPONEN YANG MEMPENGARUHI PENYUSUNAN STRATEGI :PENYUSUNAN STRATEGI :– PELUANG PASAR (PELUANG PASAR (MARKETING OPPORTUNITYMARKETING OPPORTUNITY))– KOMPETENSI KORPORAT DAN SUMBER DAYA KOMPETENSI KORPORAT DAN SUMBER DAYA

((CORPORATE COMPETENCE AND RESOURCESCORPORATE COMPETENCE AND RESOURCES))– NILAI-NILAI DAN ASPIRASI PERSONAL (NILAI-NILAI DAN ASPIRASI PERSONAL (PERSONAL PERSONAL

VALUES AND ASPIRATIONSVALUES AND ASPIRATIONS))– KEWAJIBAN SOSIAL (KEWAJIBAN SOSIAL (SOCIETAL OBLIGATIONSSOCIETAL OBLIGATIONS))

PROSES PERENCANAAN STRATEGISPROSES PERENCANAAN STRATEGIS

PROSES DIMULAI DENGAN PROSES DIMULAI DENGAN ASESMEN ASESMEN YANG MENDALAM TENTANG YANG MENDALAM TENTANG ORGANISASI, MISINYA DAN ORGANISASI, MISINYA DAN

LINGKUNGANNYALINGKUNGANNYA

LANGKAH-LANGKAHLANGKAH-LANGKAH : :

– LANGKAH 1LANGKAH 1PERENCANAAN PROSES:PERENCANAAN PROSES:

ASESMEN TENTANG MISI, KEKUATAN DAN ASESMEN TENTANG MISI, KEKUATAN DAN KELEMAHAN INTERNAL, PELUANG DAN KELEMAHAN INTERNAL, PELUANG DAN ANCAMAN ANCAMAN EKSTERNALEKSTERNALIDENTIFIKASI SASARAN-SASARANIDENTIFIKASI SASARAN-SASARANMENGEMBANGKAN ALTERNATIF STRATEGI UNTUK MENGEMBANGKAN ALTERNATIF STRATEGI UNTUK

PENCAPAIAN SASARAN PENCAPAIAN SASARAN MONITOR PERILAKU ORGANISASI DAN KEMAJUAN MONITOR PERILAKU ORGANISASI DAN KEMAJUAN

TERHADAP PEMENUHAN MISITERHADAP PEMENUHAN MISI

LANGKAH PERTAMA INI ADALAH MEMBANGUNLANGKAH PERTAMA INI ADALAH MEMBANGUN ““ROAD MAP”ROAD MAP” ATAU SERING DI SEBUT ATAU SERING DI SEBUT “ PLAN TO PLAN”“ PLAN TO PLAN”

– LANGKAH 2 LANGKAH 2 MENGEMBANGKAN DAN/ATAU MENGEMBANGKAN DAN/ATAU ASESMEN TERHADAP “MISSION STATEMENT”ASESMEN TERHADAP “MISSION STATEMENT”

““MISSION STATEMENT” YANG BERBASIS NILAI MISSION STATEMENT” YANG BERBASIS NILAI MENJADI FONDASI DARI PROSES MENJADI FONDASI DARI PROSES PERENCANAAN STRATEGISPERENCANAAN STRATEGIS

““MISSION STATEMENT” DIKEMBANGKAN MISSION STATEMENT” DIKEMBANGKAN SEBAGAI RESPON TERHADAP KEBUTUHANSEBAGAI RESPON TERHADAP KEBUTUHAN

DAN KEPENTINGAN DARI STAKE DAN KEPENTINGAN DARI STAKE HOLDERS HOLDERS

– LANGKAH 3 LANGKAH 3 MELAKUKAN ASESMEN EKSTERNAL MELAKUKAN ASESMEN EKSTERNAL

LINGKUNGAN EKSTERNAL DAPAT BERUPA : LINGKUNGAN EKSTERNAL DAPAT BERUPA :

MACRO-ENVIRONMENTMACRO-ENVIRONMENT

REGULATORY ENVIRONMENTREGULATORY ENVIRONMENT

ECONOMIC ENVIRONMENTECONOMIC ENVIRONMENT

SOCIAL ENVIRONMENTSOCIAL ENVIRONMENT

POLITICAL ENVIRONMENTPOLITICAL ENVIRONMENT

COMPETITIVE ENVIRONMENTCOMPETITIVE ENVIRONMENT

TECHNOLOGICAL ENVIRONMENTTECHNOLOGICAL ENVIRONMENT

– LANGKAH 4 LANGKAH 4 MELAKSANAKAN ASESMENTINTERNAL MELAKSANAKAN ASESMENTINTERNAL

KOMPONEN YANG DIEVALUASI:KOMPONEN YANG DIEVALUASI:

MANAGEMENTMANAGEMENTHUMAN RESOURCESHUMAN RESOURCESFINANCEFINANCEMARKETINGMARKETINGCLINICAL SYSTEMCLINICAL SYSTEMORGANIZATION CULTUREORGANIZATION CULTUREPHYSICAL PLANTPHYSICAL PLANTINFORMATION SYSTEMSINFORMATION SYSTEMSLEADERSHIP ABILITIESLEADERSHIP ABILITIES

– LANGKAH 5 LANGKAH 5 MENETAPKAN “GOALS” DAN MENETAPKAN “GOALS” DAN OBJECTIVESOBJECTIVES

GOALS (OBJEKTIVES) ADALAH TITIK AKHIR YANG GOALS (OBJEKTIVES) ADALAH TITIK AKHIR YANG HARUS DICAPAI OLEH PERENCANAAN ORGANISASI HARUS DICAPAI OLEH PERENCANAAN ORGANISASI DALAM SATU PERIODE WAKTU TERTENTUDALAM SATU PERIODE WAKTU TERTENTU

KARAKTERISTIK GOALS (OBJECTIVES) : KARAKTERISTIK GOALS (OBJECTIVES) : – GOALS HARUS GOALS HARUS BISA DI CAPAIBISA DI CAPAI– GOALS HARUS GOALS HARUS BISA DIUJI (VERIFIABLE)BISA DIUJI (VERIFIABLE)– GOALS HARUS GOALS HARUS SPESIFIK DAN EKSPLISITSPESIFIK DAN EKSPLISIT

– LANGKAH 6 LANGKAH 6 MENYUSUN PILIHAN-PILIHAN MENYUSUN PILIHAN-PILIHAN STRATEGISTRATEGI

MENGEMBANGKAN DAFTAR STRATEGI YANG MENGEMBANGKAN DAFTAR STRATEGI YANG REALISTIS YANG DAPAT MENUNTUN KE REALISTIS YANG DAPAT MENUNTUN KE PENCAPAIAN TIAP GOALPENCAPAIAN TIAP GOAL

KATEGORI STRATEGI ALTERNATIF :KATEGORI STRATEGI ALTERNATIF :– PRACTICALPRACTICAL ALTERNATIVES ALTERNATIVES– INCREMENTALINCREMENTAL ALTERNATIVES ALTERNATIVES– RADICALRADICAL ALTERNATIVES ALTERNATIVES

– LANGKAH 7 LANGKAH 7 MENYELEKSI DAN MENGEMBANGKAN MENYELEKSI DAN MENGEMBANGKAN STRATEGISTRATEGI

PILIHAN STRATEGI (STRATEGIC OPTIONS) HARUS PILIHAN STRATEGI (STRATEGIC OPTIONS) HARUS MERUPAKAN LANGKAH TERPISAH DENGAN MERUPAKAN LANGKAH TERPISAH DENGAN PENGEMBANGAN ALTERNATIVE STRATEGIPENGEMBANGAN ALTERNATIVE STRATEGI

TIAP OPSI HARUS DIEVALUASITIAP OPSI HARUS DIEVALUASI

– LANGKAH 8 LANGKAH 8 MENGEMBANGKAN IMPLEMENTASI MENGEMBANGKAN IMPLEMENTASI PERENCANAANPERENCANAAN

TIAP KEGIATAN DALAM IMPLEMENTASI TIAP KEGIATAN DALAM IMPLEMENTASI PERENCANAAN STRATEGIS HARUS PERENCANAAN STRATEGIS HARUS BERSIFAT BERSIFAT STRATEGISSTRATEGIS

PENUGASAN PENANGGUNG JAWAB SPESIFIKPENUGASAN PENANGGUNG JAWAB SPESIFIK

TENTUKAN WAKTU PENYELESAIANTENTUKAN WAKTU PENYELESAIAN

TENTUKAN CHECK POINT UNTUK MENGUKUR TENTUKAN CHECK POINT UNTUK MENGUKUR KEMAJUANKEMAJUAN

KEMAJUAN SELALU DIMONITOR DAN DIEVALUASIKEMAJUAN SELALU DIMONITOR DAN DIEVALUASI

STRATEGIC STRATEGIC

STAKEHOLDER MANAGEMENTSTAKEHOLDER MANAGEMENT

CUSTOMER vs. STAKEHOLDERCUSTOMER vs. STAKEHOLDER

CUSTOMER CUSTOMER IS ANYONE WHO HAS AN IS ANYONE WHO HAS AN EXPECTATIONEXPECTATION ABOUT THE OUTPUT OF A PROCESS ABOUT THE OUTPUT OF A PROCESS ( JAMES 1989 )( JAMES 1989 )

STAKEHOLDERSTAKEHOLDER IS ANYONE WITH IS ANYONE WITH INTERESTINTEREST IN OR IN OR WHO IS WHO IS AFFECTEDAFFECTED BY THE WORK OF AN BY THE WORK OF AN INDIVIDUAL, A DEPARTMENT, OR AN INDIVIDUAL, A DEPARTMENT, OR AN ORGANIZATION.ORGANIZATION.

MAHASISWA,CO –ASS,RESIDEN ….?MAHASISWA,CO –ASS,RESIDEN ….?

STAKEHOLDERSSTAKEHOLDERS

ORGANIZATIONS,GROUPS, AND INDIVIDUALSORGANIZATIONS,GROUPS, AND INDIVIDUALS

THAT HAVE AN INTEREST OR “STAKE” IN THAT HAVE AN INTEREST OR “STAKE” IN

THE SUCCESSTHE SUCCESS OF THE ORGANIZATION. OF THE ORGANIZATION.

HOSPITAL’S STAKEHOLDERSHOSPITAL’S STAKEHOLDERS

Hospital's stakeholders can include its patients, families and the larger community.

Stakeholders also include employees, physicians, businesses and other community health care providers, all of which have an interest in seeing the hospital succeed.

PROFESSIONALEMPLOYEES

HOSPITAL

GOV.BODY

SCHOOL OFMEDICINE

STUDENTS &RESIDENTS

PHYSICIANS

THIRD PARTYPAYORS

LOCALPAYING

PATIENTS

ORG.MANAGING

CARE

NONLOCALPHYSICIANS

INDIGENTPATIENTS

INSURANCECOMPANY

STATE &LOCAL

REGULATORS

PROFESSIONALASSOCIATIONS

NONLOCALPATIENTS

ADMINISTRATIONSERVICES

HOSPITAL

STAKEHOLDER MAPSTAKEHOLDER MAP

STAKEHOLDER ANALYSISSTAKEHOLDER ANALYSIS

BASED ON THE BELIEF THAT THERE BASED ON THE BELIEF THAT THERE IS A IS A RECIPROCAL RELATIONSHIPRECIPROCAL RELATIONSHIP

BETWEEN AN ORGANIZATION AND BETWEEN AN ORGANIZATION AND CERTAIN OTHER ORGANIZATIONS,CERTAIN OTHER ORGANIZATIONS,

GROUPS,AND INDIVIDUALSGROUPS,AND INDIVIDUALS

THE STEPS TO STRATEGIC THE STEPS TO STRATEGIC STAKEHOLDER MANAGEMENTSTAKEHOLDER MANAGEMENT

1.1. IDENTIFY ALL RELEVANT EXTERNAL, IDENTIFY ALL RELEVANT EXTERNAL, INTERFACE, AND INTERNAL STAKEHOLDERSINTERFACE, AND INTERNAL STAKEHOLDERS

2. CLASSIFY EACH STAKEHOLDER AS : 2. CLASSIFY EACH STAKEHOLDER AS : SUPPORTIVE, SUPPORTIVE,

MIXED BLESSING, MIXED BLESSING, NONSUPPORTIVE,OR NONSUPPORTIVE,OR MARGINALMARGINAL

2.2. DIAGNOSE EACH STAKEHOLDERS IN TERMS OF DIAGNOSE EACH STAKEHOLDERS IN TERMS OF - - POTENTIAL FOR THREAT AND POTENTIAL FOR THREAT AND

- POTENTIAL FOR COOPERATION- POTENTIAL FOR COOPERATION

THE STEPS TO STRATEGIC STAKEHOLDER MANAGEMENT . . .THE STEPS TO STRATEGIC STAKEHOLDER MANAGEMENT . . .

4. FORMULATE GENERIC STAKEHOLDER MANAGEMENT STRATEGIES :4. FORMULATE GENERIC STAKEHOLDER MANAGEMENT STRATEGIES :

- INVOLVE THE SUPPORTIVE STAKEHOLDER; - INVOLVE THE SUPPORTIVE STAKEHOLDER; - COLLABORATE WITH THE MIXED BLESSING - COLLABORATE WITH THE MIXED BLESSING

STAKEHOLDER; STAKEHOLDER; - DEFEND AGAINST THE NONSUPPORTIVE - DEFEND AGAINST THE NONSUPPORTIVE

STAKEHOLDER; AND STAKEHOLDER; AND - MONITOR THE MARGINAL STAKEHOLDER- MONITOR THE MARGINAL STAKEHOLDER

5. DEVELOP SPECIFIC IMPLEMENTATION TACTICS 5. DEVELOP SPECIFIC IMPLEMENTATION TACTICS AND AND PROGRAMS FOR EACH STRATEGY-PROGRAMS FOR EACH STRATEGY- STAKEHOLDER STAKEHOLDER MANAGEMENTMANAGEMENT

6. IDENTIFY WHICH EMPLOYEES SHOULD BE INVOLVED IN THE 6. IDENTIFY WHICH EMPLOYEES SHOULD BE INVOLVED IN THE IMPLEMENTATION PROCESS.IMPLEMENTATION PROCESS.

STEP 1STEP 1

IDENTIFY ALL RELEVANT IDENTIFY ALL RELEVANT STAKEHOLDERSSTAKEHOLDERS

EXTERNAL STAKEHOLDERSEXTERNAL STAKEHOLDERS

1.1. COMPETITORSCOMPETITORS2.2. RELATED HEALTH CARE ORGANIZATIONSRELATED HEALTH CARE ORGANIZATIONS3.3. GOVERNMENT REGULATORY/ LISENSING AGENCIESGOVERNMENT REGULATORY/ LISENSING AGENCIES4.4. PRIVATE ACCREDITATION ASSOCIATIONSPRIVATE ACCREDITATION ASSOCIATIONS5.5. PROFESSIONAL ASSOCIATIONSPROFESSIONAL ASSOCIATIONS6.6. LABOR UNIONLABOR UNION7.7. PATIENTSPATIENTS8.8. THIRD PARTY PAYORSTHIRD PARTY PAYORS9.9. HOSPITAL SUPPLIERSHOSPITAL SUPPLIERS10.10. MEDIAMEDIA11.11. FINANCIAL COMMUNITYFINANCIAL COMMUNITY12.12. RELIGIOUS ORGANIZATIONSRELIGIOUS ORGANIZATIONS13.13. LOCAL COMMUNITYLOCAL COMMUNITY

INTERFACE STAKEHOLDERSINTERFACE STAKEHOLDERS

1.1. NONMANAGEMENT MEDICAL STAFFNONMANAGEMENT MEDICAL STAFF

2.2. HOSPITAL BOARDHOSPITAL BOARD

3.3. STOCKHOLDERS/ TAXPAYERS/ STOCKHOLDERS/ TAXPAYERS/ CONTRIBUTORSCONTRIBUTORS

4.4. RELATED HEALTH CARE ORGANIZATIONSRELATED HEALTH CARE ORGANIZATIONS

INTERNAL STAKEHOLDERSINTERNAL STAKEHOLDERS

1.1. MANAGEMENT :MANAGEMENT :- TOP MANAGERS- TOP MANAGERS- CLINICAL MANAGERS- CLINICAL MANAGERS- PHYSICIAN MANAGERS- PHYSICIAN MANAGERS- NONCLINICAL MANAGERS- NONCLINICAL MANAGERS

2.2. NONMANAGEMENT EMPLOYEES :NONMANAGEMENT EMPLOYEES :- PROFESSIONAL- PROFESSIONAL- PARAPROFESSIONAL- PARAPROFESSIONAL- SUPPORT PERSONNEL- SUPPORT PERSONNEL

STEP 2 STEP 2

CLASSIFY EACH STAKEHOLDERCLASSIFY EACH STAKEHOLDER

DIFFERENT TYPES OF STAKEHOLDERSDIFFERENT TYPES OF STAKEHOLDERS

TYPE 1 : TYPE 1 : THE MIXED BLESSING STAKEHOLDERTHE MIXED BLESSING STAKEHOLDER : :

- MEDICAL STAFF- MEDICAL STAFF

- PHYSICIAN NOT ON THE STAFF- PHYSICIAN NOT ON THE STAFF

- INSURANCE COMPANIES- INSURANCE COMPANIES

- INSURED PATIENTS- INSURED PATIENTS

- HOSPITAL WITH COMPLEMENTARY- HOSPITAL WITH COMPLEMENTARY

TYPE 2 : TYPE 2 : THE SUPPORTIVE STAKEHOLDERTHE SUPPORTIVE STAKEHOLDER : :

- BOARD OF TRUSTEES- BOARD OF TRUSTEES- MANAGERS- MANAGERS- STAFF EMPLOYEES- STAFF EMPLOYEES- PARENT COMPANY- PARENT COMPANY- LOCAL COMMUNITY- LOCAL COMMUNITY- NURSING HOMES- NURSING HOMES

TYPE 3 : TYPE 3 : THE NONSUPPORTIVE STAKEHOLDERTHE NONSUPPORTIVE STAKEHOLDER

- COMPETING HOSPITALS- COMPETING HOSPITALS- FREESTANDING ALTERNATIVES- FREESTANDING ALTERNATIVES- EMPLOYEE UNIONS- EMPLOYEE UNIONS- GOVERNMENT REGULATORY AGENCIES- GOVERNMENT REGULATORY AGENCIES- INDIGENT PATIENTS- INDIGENT PATIENTS- THE NEWS MEDIA- THE NEWS MEDIA- EMPLOYER COALITIONS- EMPLOYER COALITIONS

TYPE 4 : TYPE 4 : THE MARGINAL STAKEHOLDERTHE MARGINAL STAKEHOLDER

- VOLUNTEER GROUP- VOLUNTEER GROUP

- STOCKHOLDERS- STOCKHOLDERS

- PROFESSIONAL ASSOCIATIONS- PROFESSIONAL ASSOCIATIONS

STEP 3STEP 3

DIAGNOSE EACH STAKEHOLDERDIAGNOSE EACH STAKEHOLDER

STEP 4STEP 4

FORMULATE FORMULATE

GENERIC STAKEHOLDER MANAGEMENT GENERIC STAKEHOLDER MANAGEMENT

STRATEGIES STRATEGIES

MONITOR

COLLABORATE INVOLVE

DEFEND

SUPPORTIVE STAKEHOLDER

MARGINAL STAKEHOLDER

MIXED BLESSING STAKEHOLDER

NON-SUPPORTIVE

STAKEHOLDER

Low

High

High

STAKE HOLDER’S POTENTIAL

FOR COOPERATION

WITH HOSPITAL

STAKE HOLDER’SPOTENTIAL FOR THREAT TO THE HOSPITAL

Low

?

SYNERGYSYNERGY

AS A STRATEGIC MANGEMENT AS A STRATEGIC MANGEMENT PROGRAM TO COLLABORATE WITH PROGRAM TO COLLABORATE WITH

HOSPITAL STAKEHOLDERSHOSPITAL STAKEHOLDERS

synergy

Webster (1991) defines synergy as

the action of two or more substances, organs, or organisms to achieve an effect of which each is individually incapable.

Synergy can be defined as the Synergy can be defined as the breakthroughs in thinking and action that breakthroughs in thinking and action that are produced when a collaborative are produced when a collaborative process successfully process successfully combinescombines the the complementary complementary knowledgeknowledge, , skillsskills, and , and resources resources of a group of participantsof a group of participants

(Lasker, Weiss, and Miller, 2000; Fried and Rundall, 1994; Gray, 1998; (Lasker, Weiss, and Miller, 2000; Fried and Rundall, 1994; Gray, 1998; Mattesich and Monsey, 1992; Richardson and Allegrante, 2000). Mattesich and Monsey, 1992; Richardson and Allegrante, 2000).

Synergism, in the world of people, is sometimesused to reference a team.

In other words, the effects of synergism are always interdependent (Corning, 1996) and the result of cooperation.

synergy is the close coordination of efforts and resources ofindividuals working together so that the outcomeor performance of the whole is greater than thesum of the parts (PathQuest, 2001).

components of synergy

There are some components of synergy thatmust be followed in order to make it effective,especially in the arena of health care.

Some of these elements are : - establishing a clear purpose, - listening actively by focusing on the

individual who is speaking, and - having a sympathetic consciousness of another’s

distress and a desire to alleviate that distress.

- flexibility and openness to anotherperson’s viewpoint

for the phenomenon of synergy to function effectively, members must speak clearly to personal points and perspectives while acknowledging that they are, merely, a personal perspective.

There may be times, as well, that team members may have to agree to disagree agreeably when their perspectives differ.

COMMUNITY PARTICIPATION AND SYNERGYCOMMUNITY PARTICIPATION AND SYNERGY

A A partnershippartnership creates synergy by creates synergy by combining the complementary knowledge, combining the complementary knowledge, skills, and resources of different people skills, and resources of different people and organizations.and organizations.

At a practical level, the limited capacity of At a practical level, the limited capacity of partnerships to create synergy appears to partnerships to create synergy appears to be related to three factors:be related to three factors:

(1) (1) who is involvedwho is involved in the partnership; in the partnership;

(2) (2) how they are involvedhow they are involved; and ; and

(3) how well the (3) how well the leadershipleadership and and management of the partnership support of the partnership support the interaction of the partners.the interaction of the partners.

Who is Involved in the PartnershipWho is Involved in the Partnership

The The people and organizationspeople and organizations involved in a partnership are the involved in a partnership are the building building blocks of synergyblocks of synergy. .

the the community stakeholderscommunity stakeholders involved in synergistic partnerships often involved in synergistic partnerships often go well beyond the "usual suspects," including :go well beyond the "usual suspects," including :- service providers- service providers - people - people who use serviceswho use services, , - youth and - youth and low-income residentslow-income residents who are directly affected by problems, who are directly affected by problems, - formal and informal - formal and informal community leaderscommunity leaders, , - academics- academics in different disciplines, in different disciplines, - government agencies- government agencies, , - schools- schools, , - businesses- businesses, and , and - faith-based organizations - faith-based organizations

Together, a broad array of participants can:Together, a broad array of participants can:

* Obtain more * Obtain more accurate informationaccurate information (e.g., about (e.g., about the concerns and priorities of people in the community):the concerns and priorities of people in the community):

* * See the "big picture"See the "big picture" (e.g., appreciate how (e.g., appreciate how different services, programs, and policies in the different services, programs, and policies in the community relate to each other and to the problems the community relate to each other and to the problems the partnership is trying to address);partnership is trying to address);

* * Break new groundBreak new ground (e.g., combine statistical and (e.g., combine statistical and qualitative information to get a better understanding of qualitative information to get a better understanding of the root causes of problems and discover innovative the root causes of problems and discover innovative approaches to solving problems); andapproaches to solving problems); and

* * Understand the local contextUnderstand the local context (e.g., appreciate (e.g., appreciate the values, politics, assets, and history of the local the values, politics, assets, and history of the local environment and use this information to identify environment and use this information to identify strategies that are most likely to work in that strategies that are most likely to work in that environment.environment.

How Partners Are InvolvedHow Partners Are Involved

Two types of partnerships:Two types of partnerships:

- the - the "lead agency""lead agency" model and model and

- the - the "community engagement""community engagement" modelmodel

The The "lead agency""lead agency" model refers to partnerships model refers to partnerships that are established to help a public- or private-that are established to help a public- or private-sector organization carry out a sector organization carry out a predetermined predetermined programprogram. .

These kinds of partnerships are quite These kinds of partnerships are quite common in the health and human services areas common in the health and human services areas but, unfortunately, have a very but, unfortunately, have a very limited capacity limited capacity to create synergyto create synergy regardless of how diverse the regardless of how diverse the participants are. participants are.

In the In the "community engagement""community engagement" model, a broad array of model, a broad array of community stakeholderscommunity stakeholders work together in all work together in all

phases of the partnership's work-understanding the phases of the partnership's work-understanding the problem, developing plans, taking collective action, and problem, developing plans, taking collective action, and refining the partnership's actions over time. refining the partnership's actions over time.

The "community engagement" model has a much The "community engagement" model has a much greater potential to create synergygreater potential to create synergy than the "lead than the "lead agency" model because diverse participants have an agency" model because diverse participants have an opportunity to opportunity to influence the thinking and plans of theinfluence the thinking and plans of the partnershippartnership as well as its actions. as well as its actions.

As a result, a broad array of community stakeholders As a result, a broad array of community stakeholders can create can create new ideasnew ideas and strategiesand strategies together and the together and the way the group ultimately understands issues and the way the group ultimately understands issues and the actions it takes to address issues are usually very actions it takes to address issues are usually very different from the way any single participant in the different from the way any single participant in the partnership started out.partnership started out.

Leadership and Management of PartnershipsLeadership and Management of Partnerships

The kinds of leadership and management The kinds of leadership and management capacities that synergistic partnerships capacities that synergistic partnerships require go beyond those involvedrequire go beyond those involved in in coordinating services or running a coordinating services or running a program or organization. program or organization. Consequently, these Consequently, these capacities differcapacities differ from from the leadership and management that most the leadership and management that most people have been exposed to or have people have been exposed to or have been trained to provide. been trained to provide.

What does the leadership of a partnership need to do What does the leadership of a partnership need to do to enable a diverse group of participants to to enable a diverse group of participants to create synergy and, thus, make the most of create synergy and, thus, make the most of

their collaborative efforts?their collaborative efforts?

reach out to and recruit a broad range of reach out to and recruit a broad range of community community stakeholdersstakeholders,, providing the partnership with the providing the partnership with the perspective, skills, and resources that it needs.perspective, skills, and resources that it needs.inspire and motivate participantsinspire and motivate participants by articulating what they by articulating what they can accomplish together and how their joint work will can accomplish together and how their joint work will benefit not only the community but also each of them benefit not only the community but also each of them individually. individually. facilitate a collaborative processfacilitate a collaborative process that empowers that empowers participants by assuring that they have real influence in participants by assuring that they have real influence in the way the partnership address problems that affect their the way the partnership address problems that affect their lives. lives. help participants from different backgrounds help participants from different backgrounds develop develop relationshipsrelationships with each other and engage in ongoing with each other and engage in ongoing meaningful discourse. meaningful discourse.

foster foster respect, trust, inclusivenessrespect, trust, inclusiveness, and , and opennessopenness in the partnership and need to help in the partnership and need to help the participants develop a commonly the participants develop a commonly understood jargon-free language. understood jargon-free language. create an environment in which create an environment in which differences differences of opinion can be voicedof opinion can be voiced..create somethingcreate something newnew and valuable together and valuable together by stimulating them to challenge by stimulating them to challenge conventional wisdom and look at things conventional wisdom and look at things differently, by relating and synthesizing their differently, by relating and synthesizing their different ideas, and by finding effective ways different ideas, and by finding effective ways to combine their complementary skills and to combine their complementary skills and resources.resources.

STAGES OF COLLABORATIONSTAGES OF COLLABORATION

-ACHIEVEOBJECTIVS-SUSTAIN

COMMITMENT

DEV.STRATEGYCOORD./

COMMITMENTDEFINE

PURPOSE

SUSTAINABILITYDEPENDABILITYCOMMON PROBLEMFACTORSFACTORS

STAGESSTAGES

MANAGERMANAGERTASKTASK

EMERGENCEEMERGENCE TRANSITIONTRANSITION MATURITYMATURITY

NNEETTWWOORRKK

INTER ORGANIZATIONAL ARRANGEMENTSINTER ORGANIZATIONAL ARRANGEMENTS

THE UNDERLYING DYNAMIC OF THE NEWLY THE UNDERLYING DYNAMIC OF THE NEWLY FORMED INTER-ORGANIZATIONAL ARRANGEMENT FORMED INTER-ORGANIZATIONAL ARRANGEMENT IS NOT “COMMAND AND CONTROL” BUT ONE IS NOT “COMMAND AND CONTROL” BUT ONE THAT IS BETTER DESCRIBED AS ONE OF THAT IS BETTER DESCRIBED AS ONE OF TRUST,COMMITMENTTRUST,COMMITMENT AND AND SYNERGYSYNERGY..

GOOD PARTNERSHIPSGOOD PARTNERSHIPS, LIKE GOOD , LIKE GOOD MARRIAGES,DON’T WORK ON THE BASIS OF MARRIAGES,DON’T WORK ON THE BASIS OF OWNERSHIPOWNERSHIP OR OR CONTROLCONTROL..

IT TAKESIT TAKES EFFORTEFFORT AND AND COMMITMENT COMMITMENT ANDAND ENTHUSIASMENTHUSIASM FROM BOTH SIDES IF EITHER IS TO FROM BOTH SIDES IF EITHER IS TO REALIZE THE HOPED FOR BENEFITS.REALIZE THE HOPED FOR BENEFITS.

TERIMAKASIHTERIMAKASIH