Participatory Rural Appraisal (PRA) is an assessment /area/research penelitiaan the village in a participatory way. Therefore, PRA is a method used in conducting the review/ evaluation/research to understand keadaa condition or the village / area / locality specific involving community participation.
Robert Chambers is the person who developed a PRA method, states that the methods and techniques in the PRA continues to grow, so it is very difficult to give the final definition of the PRA. The PRA is a method and approach to learning about the conditions of life and the village / area / locality of, by and with the communities themselves with the note: (1) The study included analyzing, designing and acting, (2) PRA is more suitable methods or approaches (the plural) of the method and approach (a single), and (3) The PRA has a number of techniques that we can choose, is always open to accept the ways and methods that are considered suitable.
So the PRA is a set of approaches and methods that encourage the community in a village / area / locality to participate, and to improve and analyze their knowledge about the living conditions and their own so they can plan and action.
PRA PRINCIPLES PRINCIPLES
Basic principles of Participatory Rural Appraisal (PRA) consists of :
1. The principle that Ignored (Alignment).
This principle is the terabaikan so that the community have the opportunity to have a role and benefit in the development program. Keberpihakan more on this effort to achieve the balance of treatment of various groups of which there are in a society, the poorest groups in order to improve their lives.
2. The principle of empowerment (Strengthening) community
The PRA had increased the ability of the community, the enhanced capability in the process of situation, decision making and the determination of policy, to the provision of assessment and corrections to the activities that take place.
3. The principle of community as actors and as people outside facilitator
PRE place as a center of community development activities. People outside should also be aware role as facilitator. Facilitators need to have a humble attitude and kesediannya study of society and placing them as the main source of information in the community understand that. At the beginning of the role of people outside the large, but over time the role that can be grown with reduced activity PRA initiative shifts the community itself.
4. The principle of mutual learning and respect the differences
One of the principle of recognition is essentially akan experience and traditional knowledge communities. This does not mean that society must always be correct and does not change, so should be seen that the experience and knowledge society and knowledge complement each other outside the same and bernilainya, and that the PRA is a place of communication between the two systems of knowledge that birth is something better .
5. Casual and informal principles
PRA activities conducted in an environment that is flexible, open, informal and not force. This situation will cause a close relationship, because people outside akan berproses signed in as members of the community, not as a foreign guest should be greeted by the public officially.
6. The principle of triangulation
One of the activities of PRA is to collect and analyze the data or information systematically together with the community. To get information that can be relied kedalamnnya we can use triangulation which is a form of examination and re-inspection (check and recheck) information. Triangulation is done through membership penganekaragaman team (the diversity of disciplines or experience), penganekaragaman source of information (diversity of backgrounds among the people, the diversity of place, gender) and the diversity of techniques.
7. The principle of optimizing the results
The principle of optimizing the results or obtain appropriate information to the PRA method is:
- It is better we "do not know what we do not need to know" (know as needed secukupnya only)
- It is better we "do not know if the information could be properly called a hundred percent, but estimated that the information is likely to approach the truth" (rather than we know at all)
8. Principles of practical orientation
PRE-oriented development of the practical activities. Therefore, the appropriate information required and sufficient, to develop programs that can solve problems and improve community life. Please note that PRA is only as a means or method that is used to optimize the programs developed with the community.
9. The principle of sustainability and the lapse of time
PRA is not the method of the completed package after extracting information activities are considered adequate and the outside activities that facilitate exit from the village. PRA is a method that must dijiwai and dihayati by the implementing agencies and field, so that their problem will be developed continuously based on the principles of PRA try the potential of the community.
10. The principle of learning from mistakes
Of errors in the PRA is a reasonable, not the most important in the implementation of perfection, but the implementation as well as possible in accordance with the existing capabilities. We learn from the shortfalls or errors that occur, so that the next event better.
11. The principle of open
Principle opens the PRA as a method and device engineering is not complete, perfect and definitive truth. It is expected that this technique can always be developed in accordance with local circumstances and needs. Donations from those who implement and run it in the field to refine the concept, design ideas and new techniques that will be very useful in developing methods of PRA.
Jumat, 31 Juli 2009
Jumat, 24 Juli 2009
CIRI PEMIMPIN YANG MELAYANI
Pada tahun 1995 Spears menterjemahkan konsep pemimpin yang melayani ke dalam ciri-ciri nyata. Menurut studinya, indikator pemimpin yang melayani terdiri dari 10 hal sebagai berikut :
1) Kesediaan Menyimak
2) Empati
3) Melakukan Pemulihan-Pemulihan
4) Penyadaran/Peningkatan Kesadaran
5) Persuasif
6) Ada konseptualisasi
7) Ada prakiraan (interpretasi) yang tepat
8) Ada penatalayanan
9) Ada komitmen untuk proses pembelajaran (learning)
10) Ada pembentukan dan pengembangan komunitas (comunity development).
Indikator ahli-ahli lain yang dikembangkan dari Spears dan studi sesudahnya tentang kepemimpinan yang melayani :
1) Pemimpin yang melayani menyadari dan menghayati bahwa ia melayani suatu hal yang lebih besar dari dirinya atau organisasinya.
2) Pemimpin yang melayani memberikan teladan untuk prilaku dan sikap yang ia ingin hadir dan menjadi bagian utama dari hidup pengikutnya. Jadi ia tidak memaksakan orang untuk mengambil alih suatu perilaku atau memaksa dengan berbagai hal-hal yang ia inginkan.
3) Pemimpin yang melayani memiliki pribadi yang otentik yaitu kerendahan hati, dapat diminta pertanggung jawaban, integritas antara nilai, gambar diri dan ambisinya, serta ia tampil sebagai manusia biasa dengan kelemahannya.
4) Pemimpin yang melayani juga mempersoalkan masalah moral dan berani mengambil resiko dalam menegakkan prinsip etika tertentu.
5) Pemimpin yang melayani memiliki visi dan mampu memberdayakan orang.
6) Pemimpin yang melayani mampu memberikan kepercayaan dan pemahaman atas keadaan pengikutnya
7) Pemimpin yang melayani sering bekerja dalam kerangka pikir waktu yang panjang. Ia tidak mengharapkan hasil spektakuler terlalu cepat karena ia menyadari bahwa untuk menggerakkan dan mentransformasi orang diperlukan waktu yang panjang dan proses yang berkesinambungan.
8) Pemimpin yang melayani melakukan komunikasi yang proaktif dan bersifat dua arah.
9) Pemimpin yang melayani juga dapat hidup di tengah perbedaan pendapat, bahkan ia merasa tidak nyaman bila pendapat, paradigma dan gaya kerja sejenis.
10) Pemimpin yang melayani memberikan kepercayaan dan wewenang kepada pengikutnya. Ia memiliki gambaran positif, optimis tentang mereka. Ia memberdayakan mereka melalui sharing pengetahuan, skill dan perspektif.
11) Pemimpin yang melayani menggunakan persuasi dan logika untuk mempengaruhi orang, selain dengan peneladanan.
12) Pemimpin yang melayani tidak berupaya menjadi pahlawan, namun menciptakan dan melahirkan pahlawan-pahlawan.
13) Pemimpin yang melayani mengerjakan banyak hal dan menghindar dari berbagai hal yang orang lain dapat lakukan.
Hal yang terpenting bahwa pemimpin yang melayani tidak berarti akan menghindar dari masalah atau konflik. Ia juga menjadi sosok yang tidak dikendalikan oleh berbagai kelompok yang kuat. Dalam pekerjaan sehari-hari seorang pemimpin yang melayani mendahulukan orang lain. Ia juga membuat orang jadi terinspirasi, terdorong, belajar dan mengambil alih keteladanannya. Pendekatannya bukanlah dengan kekuasaan melainkan pendekatan hubungan atau relasional.
(Dikutip dari Buku Seri Kepemimpinan Robi I Chandra).
1) Kesediaan Menyimak
2) Empati
3) Melakukan Pemulihan-Pemulihan
4) Penyadaran/Peningkatan Kesadaran
5) Persuasif
6) Ada konseptualisasi
7) Ada prakiraan (interpretasi) yang tepat
8) Ada penatalayanan
9) Ada komitmen untuk proses pembelajaran (learning)
10) Ada pembentukan dan pengembangan komunitas (comunity development).
Indikator ahli-ahli lain yang dikembangkan dari Spears dan studi sesudahnya tentang kepemimpinan yang melayani :
1) Pemimpin yang melayani menyadari dan menghayati bahwa ia melayani suatu hal yang lebih besar dari dirinya atau organisasinya.
2) Pemimpin yang melayani memberikan teladan untuk prilaku dan sikap yang ia ingin hadir dan menjadi bagian utama dari hidup pengikutnya. Jadi ia tidak memaksakan orang untuk mengambil alih suatu perilaku atau memaksa dengan berbagai hal-hal yang ia inginkan.
3) Pemimpin yang melayani memiliki pribadi yang otentik yaitu kerendahan hati, dapat diminta pertanggung jawaban, integritas antara nilai, gambar diri dan ambisinya, serta ia tampil sebagai manusia biasa dengan kelemahannya.
4) Pemimpin yang melayani juga mempersoalkan masalah moral dan berani mengambil resiko dalam menegakkan prinsip etika tertentu.
5) Pemimpin yang melayani memiliki visi dan mampu memberdayakan orang.
6) Pemimpin yang melayani mampu memberikan kepercayaan dan pemahaman atas keadaan pengikutnya
7) Pemimpin yang melayani sering bekerja dalam kerangka pikir waktu yang panjang. Ia tidak mengharapkan hasil spektakuler terlalu cepat karena ia menyadari bahwa untuk menggerakkan dan mentransformasi orang diperlukan waktu yang panjang dan proses yang berkesinambungan.
8) Pemimpin yang melayani melakukan komunikasi yang proaktif dan bersifat dua arah.
9) Pemimpin yang melayani juga dapat hidup di tengah perbedaan pendapat, bahkan ia merasa tidak nyaman bila pendapat, paradigma dan gaya kerja sejenis.
10) Pemimpin yang melayani memberikan kepercayaan dan wewenang kepada pengikutnya. Ia memiliki gambaran positif, optimis tentang mereka. Ia memberdayakan mereka melalui sharing pengetahuan, skill dan perspektif.
11) Pemimpin yang melayani menggunakan persuasi dan logika untuk mempengaruhi orang, selain dengan peneladanan.
12) Pemimpin yang melayani tidak berupaya menjadi pahlawan, namun menciptakan dan melahirkan pahlawan-pahlawan.
13) Pemimpin yang melayani mengerjakan banyak hal dan menghindar dari berbagai hal yang orang lain dapat lakukan.
Hal yang terpenting bahwa pemimpin yang melayani tidak berarti akan menghindar dari masalah atau konflik. Ia juga menjadi sosok yang tidak dikendalikan oleh berbagai kelompok yang kuat. Dalam pekerjaan sehari-hari seorang pemimpin yang melayani mendahulukan orang lain. Ia juga membuat orang jadi terinspirasi, terdorong, belajar dan mengambil alih keteladanannya. Pendekatannya bukanlah dengan kekuasaan melainkan pendekatan hubungan atau relasional.
(Dikutip dari Buku Seri Kepemimpinan Robi I Chandra).
CHARACTERISTICS LEADERS SERVES
Spears in 1995 to translate the concept of a leader to serve in the real characteristics. According to studies, the leader who serves consists of 10 of the following:
1) Willingness Read
2) Empati
3) Make Recovery-Recovery
4) Increased Awareness
5) persuasive
6) There konseptualisasi
7) There are forecasts (interpretation) the right
8) There penatalayanan
9) There is commitment to the learning process
10) There is the establishment and development of community.
Indicators experts that developed from the study after Spears and serving on leadership:
1) Leaders who serve and menghayati aware that he serve one thing greater than himself or the organization.
2) Leaders who serve to provide a precedent for the behavior and attitude that he wanted to attend and be part of the living followers. So it does not compel people to take over or force a behavior with a variety of things that he want.
3) Leaders who serve have the authentic personal humility, responsibility can be requested, the value of integrity, self-image and ambisinya, and he appears as a human being with kelemahannya.
4) The serving also discuss moral issues and taking bold risks in upholding certain ethical principles.
5) Leaders have a vision that serves and is able to empower people.
6) Leaders who are able to provide trust and understanding over the followers
7) Leaders who serve are often working in the framework of thought for a long time. He does not expect spectacular results too quickly because he realized that to transform the people and take a long and continuous process.
8) Leaders who do serve and proactive communication is two way.
9) Leaders who serve can also live in the midst of disagreements, and even he does not feel comfortable if the opinion, and the paradigm of a similar style.
10) Leader of the trust and serves to give authority to the followers. He has a picture positive, optimistic about them. He empowers them through the sharing of knowledge, skills and perspectives.
11) Leaders who serve persuasi and use logic to influence people, in addition to the peneladanan.
12) Leaders who strive to serve not to be heroes, but to create and birth-hero hero.
13) Leaders who serve do so many things and avoid many of the things that other people can do.
It is important that the leader does not mean that serve akan avoid problems of conflict. He also does not become a noose that is controlled by various groups is strong. In the daily work of a leader to serve other people before. He also made people so inspired, pushed, learn and take over keteladanannya. Approach with the power but not the approach or the relationship relasional.
(Quoted from the book Leadership Series I Robi Chandra).
1) Willingness Read
2) Empati
3) Make Recovery-Recovery
4) Increased Awareness
5) persuasive
6) There konseptualisasi
7) There are forecasts (interpretation) the right
8) There penatalayanan
9) There is commitment to the learning process
10) There is the establishment and development of community.
Indicators experts that developed from the study after Spears and serving on leadership:
1) Leaders who serve and menghayati aware that he serve one thing greater than himself or the organization.
2) Leaders who serve to provide a precedent for the behavior and attitude that he wanted to attend and be part of the living followers. So it does not compel people to take over or force a behavior with a variety of things that he want.
3) Leaders who serve have the authentic personal humility, responsibility can be requested, the value of integrity, self-image and ambisinya, and he appears as a human being with kelemahannya.
4) The serving also discuss moral issues and taking bold risks in upholding certain ethical principles.
5) Leaders have a vision that serves and is able to empower people.
6) Leaders who are able to provide trust and understanding over the followers
7) Leaders who serve are often working in the framework of thought for a long time. He does not expect spectacular results too quickly because he realized that to transform the people and take a long and continuous process.
8) Leaders who do serve and proactive communication is two way.
9) Leaders who serve can also live in the midst of disagreements, and even he does not feel comfortable if the opinion, and the paradigm of a similar style.
10) Leader of the trust and serves to give authority to the followers. He has a picture positive, optimistic about them. He empowers them through the sharing of knowledge, skills and perspectives.
11) Leaders who serve persuasi and use logic to influence people, in addition to the peneladanan.
12) Leaders who strive to serve not to be heroes, but to create and birth-hero hero.
13) Leaders who serve do so many things and avoid many of the things that other people can do.
It is important that the leader does not mean that serve akan avoid problems of conflict. He also does not become a noose that is controlled by various groups is strong. In the daily work of a leader to serve other people before. He also made people so inspired, pushed, learn and take over keteladanannya. Approach with the power but not the approach or the relationship relasional.
(Quoted from the book Leadership Series I Robi Chandra).
PEMIMPIN YANG MELAYANI
Dewasa ini manusia sering beranggapan bahwa pemimpin haruslah menjadi orang yang dihormati dan dilayani oleh para pengikutnya. Tanpa hak-hak spesial seperti itu, maka seorang dirasakan tidak dapat melaksanakan tugas-tugasnya dengan baik. Akan tetapi, hal di atas tidak sesuai dengan konsep modern kepemimpinan yaitu kepemimpinan yang melayani, sebab pemimpin yang melayani adalah seorang yang menggerakkan dan mentransformasi orang secara khas. Seorang pemimpin bertugas merumuskan visi komunitasnya, kemudian menciptakan kondisi yang membuat komunitas atau organisasinya bergerak menuju visi tadi. Sementara ia dan pengikutnya bergerak mereka mengalami perubahan atau transformasi. Kemampuan untuk menimbulkan gerak dan transformasi terjadi karena berakar dari kepercayaan, baik yang berasal dari Pencipta dan manusia lainnya. Teori tentang kepemimpinan yang melayani mulai muncul sejak tahun 1977 ketika R.K. Green Leaf menulis buku " Servant Leadership : A Journey Into the Nature of Legitamate Power and Greatness". Seorang pemimpin yang melayani hanya dapat melakukan hal itu bila ia menghayati makna peran sebagai orang yang melayani. Ia melakukan hal itu karena ingin melayani orang-orang, ia terdorong untuk membuka kesempatan agar orang-orang disekitanya memiliki kebebasan lebih luas untuk berkembang atau mengalami transformasi. Dengan bahasa sederhana ia dapat menjadi pemimpin yang melayani bila memiliki hati yang melayani. Secara definisi seorang yang melayani adalah seorang pemimpin yang sangat peduli atas pertumbuhan dan dinamika kehidupan pengikut, dirinya dan komunitasnya, karena itu ia mendahulukan hal-hal tersebut daripada pencapaian ambisi pribadi (personal ambitious) dan kesukaannya saja. Impiannya ialah agar orang yang dilayaninya tadi akan menjadi pemimpin yang melayani juga. Seorang pemimpin yang matang akan menyadari bahwa pola atau gaya dan paradigmanya memang baik untuk masa dimana ia melayani, namun di masa depan corak lingkungan kerja, dinamika organisasi dan komunitasnya akan berbeda sehingga dibutuhkan suatu pendekatan, pola dan gaya kepemimpinan yang baru. Pemimpin yang berhasil juga memiliki kesadaran tentang life cycle atau daur hidup komunitas yang dipimpinnya. Ada masa lahir, masa pertumbuhan, ada masa puncak dan ada masa penurunan serta uzur. Pada setiap masa dibutuhkan corak kepemimpinan yang berbeda-beda. Kematangan seorang pemimpin juga akan terlihat dalam kesediaanya menerima fakta bahwa orang yang dipersiapkannya mungkin akan menentangnya, mengkritik kebijakannya dan mengubah banyak hal. (Dikutip dari Buku Seri Kepemimpinan Robi I Chandra).
SERVES LEADERS
Nowadays people often thought that the leader should be the people who respected and served by the followers. No special rights such as that, then one can not implement felt its duties properly. However, the above does not match the modern concept of leadership is leadership that serves, as a leader is one who serves the people and to transform the typical.
Leaders responsible for formulating a vision of the community, and create conditions that make a community or organization to move toward the vision earlier. While he and the followers they move or change transformation. The ability to cause movement and transformation occurs because the roots of trust, both coming from the Creator and other people.
Theory of leadership that serves emerging since 1977 when RK Green Leaf write the book "Servant Leadership: A Journey Into the Nature of Legitamate Power and Greatness."
A leader who can serve only do so when he penghayatan meaning of roles as people who serve. He did it because you want to serve the people, he pushed open the opportunity for people to be disekitanya have the freedom to develop more knowledgeable or experienced the transformation. With the simple language he can be a leader who has a heart to serve when serving.
The definition of a serving is a leader who is very concerned over the growth and dynamics of life cohort, and the community itself, because it is before these things from the achievement of personal ambition (personal Ambitious) and only favorite. The dream is that people will become dilayaninya earlier leaders who also serve.
A mature leader who will recognize that the pattern or style and paradigmanya really good for a period in which he serves, but the pattern in the future work environment, organizational dynamics and the community will be required so that a different approach, pattern and style of the new leadership. Leaders also have a successful awareness about the life cycle or life cycle dipimpinnya community. It's time of birth, infancy, and there is the peak period of decline and have worn. In each period required leadership style that is different. Maturity will also be a leader in the kesediaanya accept the fact that people may dipersiapkannya akan against it, criticize policies and change many things.
(Quoted from the book Leadership Series I Robi Chandra).
Leaders responsible for formulating a vision of the community, and create conditions that make a community or organization to move toward the vision earlier. While he and the followers they move or change transformation. The ability to cause movement and transformation occurs because the roots of trust, both coming from the Creator and other people.
Theory of leadership that serves emerging since 1977 when RK Green Leaf write the book "Servant Leadership: A Journey Into the Nature of Legitamate Power and Greatness."
A leader who can serve only do so when he penghayatan meaning of roles as people who serve. He did it because you want to serve the people, he pushed open the opportunity for people to be disekitanya have the freedom to develop more knowledgeable or experienced the transformation. With the simple language he can be a leader who has a heart to serve when serving.
The definition of a serving is a leader who is very concerned over the growth and dynamics of life cohort, and the community itself, because it is before these things from the achievement of personal ambition (personal Ambitious) and only favorite. The dream is that people will become dilayaninya earlier leaders who also serve.
A mature leader who will recognize that the pattern or style and paradigmanya really good for a period in which he serves, but the pattern in the future work environment, organizational dynamics and the community will be required so that a different approach, pattern and style of the new leadership. Leaders also have a successful awareness about the life cycle or life cycle dipimpinnya community. It's time of birth, infancy, and there is the peak period of decline and have worn. In each period required leadership style that is different. Maturity will also be a leader in the kesediaanya accept the fact that people may dipersiapkannya akan against it, criticize policies and change many things.
(Quoted from the book Leadership Series I Robi Chandra).