INTRODUCTION
Indonesia's current entrepreneurial Change Management is a
systematic process of applying the knowledge, tools, and resources needed to
influence change in the people affected by the process (Potts & LaMarsh, 2004).
In
many cases, change management is complex in the public sector because of its
bureaucratic nature—that is, it tends to be slow and static. In contrast,
change requires organizations to move swiftly and swiftly. These two very
contradictory conditions make it challenging to change bureaucratic
institutions.
Although bureaucracy is an effective way to solve problems
at first, over time, this becomes no longer appropriate and becomes a burden on
the government. This change occurs because many well-intentioned plans have
slowly turned into irresponsible, bloated bureaucracies that fail to solve the
problems they were supposed to deal with (Andrisani, Hakim, & Savas, 2002). Willian Hudnut,
mayor of Indianapolis, in a 1986 speech, explained that common government
tendencies are to protect the "wet places," resist change, build
empires, increase one's sphere of control, and protect projects and programs,
whether they are still needed or not. Meanwhile, entrepreneurial governments
will seek more effective and efficient ways to manage their work—including
abandoning old programs and methods (Osborne & Gaebler, 2003).
To make changes to the bureaucracy, the ten principles of
Reinventing Government emerged from David Osborne (Osborne & Gaebler, 2003), which
include: catalyzed government, community-owned
government, competitive government, mission-driven government, results-oriented
government, government-oriented to customers, entrepreneurial governance,
anticipatory governance, decentralized governance, and market-oriented
governance. Moreover, reforming the bureaucracy is a crucial step in empowering
and enhancing the national apparatus' capacity to carry out government tasks
and promote national development (Wekke & Hajar, 2015).
Another concept in bureaucratic change is New Public
Management. New Public Management is a conceptual framework that refers to the
private sector notion of disaggregated operations with market-based controls to
produce efficient and effective results in the public sector (Marshall & Abresch, 2016). New Public Management is an
administrative reform doctrine known for more than 30 years (DeJonge, 2010). It is a public
administration model that promotes the professionalization of public service
managers to reform the bureaucracy and emphasize efficiency, cost control, and
service quality (Erbacci & Catalano, 2019).
The eight essential elements in New Public Management (Andrisani et al., 2002) are as follows: return to core functions;
carry out decentralization and delegation of authority; limiting the size and
scope of government—in the sense of deciding on the right size; restore civil
society; adopt market principles; managing results, satisfying citizens, and
holding government accountable; empowering employees, citizens, and
communities; and introduce e-government and modern technology.
Government is not the same as a private organization or
business. However, the methods used can be imitated to get a more effective and
efficient function. The concept of change in government can be summarized as
follows:
1) The
government becomes a facilitator that allows cooperation between various
parties in society, communities, private parties, and public institutions. This
means that the government returns to its core function, which is to provide the
services people need.
2) As a
facilitator, the government does not intervene directly but is directive. Thus
the government belongs to the community where the community recovers, does not
depend on the government and becomes more empowered in solving problems in
social life.
3) As a
facilitator, the government delegates authority to other parties. This means
decentralization and delegation of authority.
4) The
purpose of governance is to provide services to the community. Thus, a
government that provides services to the community's needs is a result-oriented
government and its customers, namely the community. The results of the services
provided must satisfy the community, and they must be able to hold the
government accountable for their work.
5) Mission-driven,
market-oriented, and run the concept of entrepreneurship. The government is
results-oriented, and the customer is a competitive, anticipatory government.
To be competitive, governments need to limit the size and scope of their work,
adopt market principles, and introduce e-government and modern technologies.
Everything done by the government needs to get feedback from the people it
serves, namely assessing its suitability with the community's needs. Also,
whether the community is helped by the services provided will result in a
results-oriented government.
If freely translated, the concept of Reinventing
Government means re-creating a government that is more in line with the demands
of changing times. At the same time, New Public Management explains how public
service organizations can be managed like private organizations. The local
government of Bojonegoro Regency during Suyoto's tenure as regent seemed to have conformity with
the concepts of Reinventing Government and New Public Management. However, Suyoto stated that he was not familiar with these concepts.
Thus, this study aims to find out how to manage change in regional leadership
in Bojonegoro.
METHOD
This study is qualitative research with a case
study perspective, focusing on the experience of the change process in the Bojonegoro Regency. The basic assumption of this
perspective is the essence of sharing experiences, where the researcher's task
is to describe the essence or basic structure of the experience. Experiences
from various sources are collected, analyzed, and
compared to identify the phenomenon's essence (Merriam & Tisdell, 2016),
in this case, changes in Bojonegoro Regency.
The phenomenon studied is the changes that
occur in Bojonegoro Regency by comparing conditions
before 2008 and throughout 2008-2018. The qualitative research method was
chosen to determine how the Bojonegoro Regency
Government carried out the change process, especially in forming change agents
who would work in it.
Interviews were conducted with 11 informants
who are government employees of Bojonegoro Regency.
They are closely related to the change process and people who experienced a
change from 2008-2018. Interviews were primarily conducted via Zoom due to the
pandemic.
The obstacle that generally occurs is the
reluctance of informants because most of them are still active employees, so it
is feared that the information will sharpen the differences between the current
regent and Suyoto. However, after explaining that the
comparison was conducted before and after being led by Suyoto,
they were willing to provide information, even without revealing their
identity.
Ten themes emerged to answer questions about
how to make changes in Bojonegoro: communication,
community empowerment, professionalism, fostering trust, financial management,
being a mediator, understanding culture/ customs/ initial conditions,
synergizing, clear regulations, and walk the talk.
RESULTS
AND DISCUSSION
A. Results
1) Communication
Communication is the process of sending and receiving messages.
Therefore, communication is not only about talking but also listening. It takes
skills to speak and formulate messages (to the sender) and skills to listen and
decipher messages (to the recipient). There is still another component, namely
the communication channel. If one of the three components is disrupted, the
communication process is disrupted, or miscommunication occurs.
In Bojonegoro, Suyoto
started by listening to the input and complaints of the community, what
difficulties happened and made them fall into poverty. From the results of
listening for several months, Suyoto formulated five
problems faced by Bojonegoro. These findings are then
communicated to the community to ensure that all complaints are represented.
Results-oriented governance determines the extent to which the
results delivered by their programs match the community's needs (Osborne
& Gaebler, 2003). This means prioritizing good performance. For the services to
meet the community's needs, the local government must first listen to what the
community needs. Without equal communication, local governments will only
speculate and see problems from their point of view. Thus, the program
implemented will only meet the "budget absorption" indicator and not
the "according to community needs" indicator.
Most government agencies generally rely on financing based on
inputs, not outputs or outcomes. Hence, they tend not to pay attention to the
results communicated to the public (Osborne
& Gaebler, 2003).
This often causes problems
when government-run programs do not touch the community's needs.
Andrisani et al. (2002, hal. 9–10) state that the public can
hold the government accountable in the New Public Management. This requires an
open means of communication. With good communication, when there is a
discrepancy, the community can immediately inform the District Government to
handle it before it becomes a big problem. The Bojonegoro
Regency Government did this—one them—with Public Dialogue.
2)
Community
Empowerment
In the Mata Najwa edition of Menatap
Organizing, Suyoto was mentioned as a regional head
who prioritizes the role of the community in the development process, which is
also the primary key to his success in developing Bojonegoro
Regency.
This is consistent with research findings which state that the
primary way to make change is to empower the community. This means that the
government is not the only party that must make improvements. With all the
limitations, such as funds, the government cannot move on its own to improve
people's lives.
In terms of repairing most of the damaged Bojonegoro
roads using paving, the participation of the community is very much needed. The
government of Bojonegoro Regency provides the paving,
and the community carries out the installation. Even in some areas that can
make their paving, the Regency Government only provides the tools. Paving was
chosen because the community can do it with a budget that is not too high.
In terms of education, the Bojonegoro
Regency Government also involves the community. Mainly so that parents
encourage their children to go to school, the Bojonegoro
Regency Government is trying to provide scholarships and other educational
assistance, but if parents and the environment do not support their children to
go to school, then the funds prepared will be in vain. Thus, everyone's
participation—not only parents but also neighbors and
schools—is needed to reduce dropout rates.
With empowerment, the community also has more bonds with what they
build themselves. Osborne and Gaebler (2003) state that
people will act more responsibly when they control their environment than when
under the control of others. When they feel that they are giving something for
the situation—money, energy, knowledge, etc.—there will be a higher bond and
sense of belonging. Thus, the community will play a more significant role in
caring for the situation because they are aware of their contribution.
Osborne & Gaebler (2003) also mention several reasons
why it is necessary to involve the community in society, namely as follows: the
community has a more significant commitment to its members than any other
agency or institution, the community understands the problem better than any
professional, Professionals and bureaucracies may provide services, but society
itself solves problems, institutions and bureaucracies provide services, but
communities offer care, communities are more flexible and creative than
bureaucracies which have extensive services, communities require less money
than professionals, communities enforce standards of behavior
are more effective than bureaucracies or professional services, and communities
focus on capacity while bureaucracy focuses on deficiencies.
Andrisani et al. (2002) use the term
civil society recovery, which means empowering community organizations such as
environmental and civil associations, religious groups, charity groups,
fraternity groups, and others. These organizations can perform many of the
functions that the government has been trying to handle but have a low success
rate, for example, in the matter of differences in understanding between
Christians, which resulted in the difficulty of building the Bethany Church.
The government of Bojonegoro Regency returns the
groups involved as people who are empowered to solve their problems.
Empowerment does not only take place in the community but also for
the employees of the Bojonegoro Regency Government.
Every structural level and every individual is empowered to think and work, so
they do not just wait for orders or policies from superiors. Andrisani et al. (2002) state that is empowering
employees changes how organizations view people—both employees and
customers—from the burden of the organization to becoming the most important
asset. Empowerment means that the organization gives authority or authority to
each human resource to provide judgment, creativity, and initiative to achieve
organizational goals.
This is related to the formation of change agents, where one way
is to divide the authority/tasks/roles so that subordinates can play an active
role in organizational activities. Every employee will become more empowered by
becoming an essential part of the organization.
3)
Professionalism
In the Big Indonesian Dictionary, professional means requiring
special skills to run it or meet specific qualifications in a profession.
Meanwhile, professionalism means quality, quality, and behavior
that characterizes a profession or professional person. In other words,
professionalism is based on competence, qualifications, performance, and
transparency (Nurprojo, 2014). What does professionalism look like in a bureaucracy?
First, a professional bureaucracy must be under the expected
competencies. For example, within the ranks of the Regency Government, the
position occupied must be under the competencies possessed. If placed in the
Department of Agriculture, it must have competence in agriculture. Therefore,
in the placement of employees, a competency test is needed. Only those who pass
the competency test can be placed in this position. The Bojonegoro
Regency Government has conducted a placement test involving universities such
as Airlangga University Surabaya. In contrast, other
regions have not yet done so.
Second, a professional bureaucracy must have the required
qualifications. According to the Big Indonesian Dictionary, qualification means
getting special education or acquiring expertise to do something. The required
qualifications must be under the required competencies.
Third, a professional bureaucracy must have good performance.
Suppose you already have the required competencies and required qualifications.
In that case, the employee is expected to show good performance. The
performance of Bojonegoro Regency Government
employees is assessed through workload analysis.
The theme of professionalism is often tricky in terms of
performance and transparency. Due to the lack of transparency, people generally
do not know about measuring the performance of the State Civil Apparatus. So
far, information that is accurate and can be easily obtained by the public
regarding the performance of the public bureaucracy is not yet available in the
community. In contrast to the private sector, whose performance indicators are
relatively simple and available in the market, bureaucratic performance
indicators are often very complex (Dwiyanto,
2021). Likewise, without transparency, it is vulnerable to fraud in the
use of money, resulting in a work atmosphere that is not conducive and
unprofessional.
Some of the indicators that are usually used to measure the
performance of the public bureaucracy are as follows (Dwiyanto,
2021):
1.
Productivity, which measures the
effectiveness and efficiency of services, is generally understood as the ratio
between inputs and outputs.
2.
Service quality can be seen in the
community's satisfaction with the services received from public organizations.
3.
The organization's ability to
recognize community needs, develop service agendas and priorities, and develop
public service programs by community needs and aspirations.
4.
Responsibility is the extent to
which correct administrative principles or organizational policies implement
public organizations' activities.
5.
Accountability refers to how much
the policies and activities of public organizations are subject to political
officials elected by the people. This is based on the assumption that because
the people elect political officials, they will always represent the interests
of the people.
The indicators are well-intentioned, but their measurement in the
field can be problematic, mainly because they are not transparent. This
transparency is difficult to find between appraisers and employees being assessed,
especially among people who experience government services. The size of the
professionalism of the state civil apparatus is difficult to determine because
not many know the indicators of the assessment.
4) Cultivating trust
Growing public trust in the bureaucracy has never been an easy
thing. So often faced with unprofessional bureaucracy so far, people do not
expect much from the government. Moreover, in the Bojonegoro
case, the previous official was convicted of corruption. So, Suyoto and the Bojonegoro Regency
Government faced significant challenges from the very beginning of their
inauguration.
Trust is also needed so that people want to participate in
development. This is important because the District Government cannot do
everything alone. In addition to human resources that have not been
appropriately developed, financial problems are an obstacle due to the limited
APBD.
Trust in the government is a response to the performance of the
president, parliament, and the economy (Keele,
2007). This seems to be the case in the district of Bojonegoro
as well, where trust in local government is a response to the performance of
the regent, the Regional People's Representative Council (DPRD), and the
economy. The DPRD was involved from the start, and transparency was maintained
so that neither party needed to suspect the other. The lack of disputes between
the executive and legislative institutions in the Bojonegoro
Regency has improved the local government's overall performance.
With both parties agreeing, government programs will also run more
smoothly because funds are available when needed. Things that are often taken
for granted have had a significant impact on the performance of local
governments. Likewise, programs related to natural disasters are realized by
mutual agreement so that they can minimize losses and the economy will not
slump.
5) Financial management
The management of the Oil and
Gas Revenue Sharing Fund is prone to become a problem in the future. Financial
management is in the spotlight, especially when officials were previously
convicted of corruption. In addition, in 2006, the Cepu
Block management contract for 30 years was ratified. Based on the contract, the
composition of the share investment is 45 percent for ExxonMobil and Pertamina and 10 percent for the local government, with
details of 4.48 percent in Bojonegoro, 2.18 percent
in Blora, 2.24 percent in East Java, and 1.09 percent
in Central Java. Its working area—624.64 sq km out of
a total of 919.19 sq km—is in Bojonegoro
Regency (What is the Cepu Block? and What is the
History of the Cepu Block? 2019).
Osborne & Gaebler (2003, hal. 53) mention thirty-six ways to provide public services, ranging from
traditional to avant-garde. These methods include changing the government's
investment policy, preparing reserve money, and making capital investments. The
Regent Suyoto has taken these methods by establishing
a Rural Public Upan so that entrepreneurs want to
invest in Bojonegoro villages, improving
infrastructure to improve the economy, conducting training and certification
for human resources, and creating a reserve fund for education. It also shows
that the district government under the leadership of Suyoto
is trying to apply entrepreneurial principles in government, such as the
concept of government reform on entrepreneurial governance (Osborne
& Gaebler, 2003).
6) Becoming a mediator
Being a mediator means that the District Government acts as an
intermediary, liaison, and intermediary with parties outside Bojonegoro Regency. Unlike the facilitator, which means
that the government plays a role in providing various facilities needed by the
community, the role of the mediator is to connect the community with parties
outside Bojonegoro. This is especially needed for the
development of community activities themselves.
Become a mediator because the Regency Government has connections
and insights into other areas. This role as a mediator can also be seen as part
of the facilitator's role because it provides the necessary facilities in the
form of a network needed to develop Bojonegoro
community programs. With the openness implemented in Bojonegoro,
it is possible that the program idea came from the community. However, because
local people find it challenging to connect with other parties, the role of the
Bojonegoro Regency Government is needed as a liaison.
Suyoto conveyed this since the beginning of his
tenure as regent.
7) Understanding culture, social,
character, etc.
In strategic management, one step that should not be missed is a
SWOT analysis—Strengths, Weaknesses, Opportunities, and Threats. In short,
first, understand the current condition. This includes understanding culture,
society, character, and others. The Bojonegoro people
understand the culture, customs, and conditions they face daily. Even though
they were born and raised in Bojonegoro, they do not
necessarily do. It takes another person with a different point of view to be
able to explain this condition.
Most informants generally distinguish between the characteristics
of the residents of western and eastern Bojonegoro.
However, the boundaries between the two are not very clear.
After months of discussion with the community, Suyoto
found the root of the problems of the Bojonegoro
people, which he called the Six Devils. The devil referred to here is a
negative character that makes it difficult for the Bojonegoro
people to develop. The six negative characteristics are fear of difficulties,
irresponsibility, reluctance to proceed, envy for the success of others,
believing gossip as truth, and mentality of asking. Suyoto
also introduced these six demons so that people would know themselves. Understanding
this character is considered essential to make changes at a deeper level, not
just on the surface.
8) Able to synergize
In the Big Indonesian Dictionary, synergy means joint activities
or operations. In the context of Bojonegoro, the
cooperation of all parties is needed to build Bojonegoro.
Not only the government or the community, but both must work together.
In carrying out development, the limited APBD of Bojonegoro Regency is often the reason for difficulties in
carrying out various needs. However, when Suyoto and
his staff openly informed the financial condition of Bojonegoro
Regency and actively tried to build public trust, in the end, the community was
encouraged to participate and jointly carry out development. For example,
improving infrastructure from dirt roads to paving roads.
Synergy is also carried out with parties outside Bojonegoro, such as higher education, companies,
ministries, etc. In essence, Bojonegoro is open to
development, and the way is to build synergy with various parties inside and
outside Bojonegoro. These public-private and
government-to-government partnerships are innovative ways to deliver public
services (Osborne
& Gaebler, 2003).
To synergize, the foundation is the awareness that each party
involved has the same goal, and each party has strengths that can be used as
contributions to the joint effort. Thus, the position of the parties is equal.
Because the community must also have the power to synergize, community
empowerment is essential to this synergy effort. This follows the concept of Reinventing
Government and New Public Management regarding community empowerment (Andrisani
et al., 2002; Osborne & Gaebler, 2003).
9) Clear regulations
The number of breakthroughs and ideas issued in 2008-2018 requires
a clear legal umbrella so that every actor understands the applicable limits.
Regulations are also needed to rule out potential fraud and abuse.
Making regulations is one of the regent's powers, so Suyoto produced quite a several regulations during his 2
tenures as regent, both in the form of Regulations, Decrees, and Instructions.
Regulation is also essential because empowering subordinates
allows each agency to disburse funds for its activities per established
procedures. For that, they must be able to account for their expenses.
Burby
et al. (1998) found that effective rule
enforcement is a function of interrelated institutions' various activities and
capabilities to prevent and correct violations. Effective rule enforcement is
most likely to occur in institutions that adopt a facilitative philosophy with
a sufficient number of technically competent staff, strong proactive
leadership; adequate legal support; and consistently strong efforts to check
plans, implement, and provide technical assistance. The facilitative philosophy
emphasizes voluntary compliance, where members of the organization obey the
rules not out of fear of punishment but awareness that the rules are necessary.
This research also shows that several conditions can achieve the ideal of
enforcement challenges, including economic pressures and corruption.
Suyoto seems to use a facilitative
philosophy, thus equipping him with competent staff, clear legal rules, and
control efforts from various parties, including the community. These three
things, coupled with his proactive leadership, enable the enforcement of the
rules without coercion, namely by raising awareness that these rules need to be
implemented to prevent negative things from happening.
10) Walk the talk
This theme appears as an
embodiment of the adage "action speaks louder than words." The
problem is trust. It is easy to say something nice but hard to do. The people
of Bojonegoro need a person with integrity, that is,
with words and actions that are in line. If you say "no nepotism,"
your family and relatives should not be involved in the work. Sirkin
et al. (2011) stated that integrity is one
of the challenging issues. However, Suyotochange
management experts rarely consider that integrity is essential to pay attention
to in change.
Walk the talk requires
tangible evidence and consistency. Objective evidence needs to be seen by the
community as a manifestation of the things discussed. While consistency is seen
from the passage of time, the extent to which the figure carries out what he
says. Therefore, open communication is needed to prove this manifestation and
consistency in daily behavior.
Research by Majeed
et al. (2019) mentions that the leader's
walk-the-talk approach empowers employees to engage in the work thoroughly and
rewards the organization by showing morale. This approach can only be made if
the leader has an egalitarian attitude, not arrogance. For a leader like this,
a position is a mandate that must be used for the benefit of the community.
B. Discussion
From the ten themes that emerged, three interrelated groups could
be made. The first group is communication, professionalism, fostering trust,
financial management, transparent regulations, and walk the talk. The second
group is community empowerment, being a mediator, and synergizing. Moreover,
the third group understands the culture/ customs/ initial conditions.
The first group is ways that can be done to foster trust. As is
well known, the previous government was trapped in corruption, so the people of
Bojonegoro tended to experience a crisis of
confidence in their local government. The meager
public participation shreds of evidence this. Thus, the primary homework of the
Bojonegoro Regency Government at that time was to
foster a sense of trust. With this trust, it is hoped that the community will
be willing to help the district government make changes.
To gain public trust, the Bojonegoro
Regency Government needs to be "billed" for its work by the
community. This means that the community needs to be able to ask about the
development process that is taking place in their area. Even if there are
obstacles, the public has the right to know about them. For this reason,
intense and open communication is needed. The Bojonegoro
Regency Government informs people of their cell phone numbers so they can
communicate via SMS. In addition, it is also live via radio and comes directly
to the Malowopati Pendopo
every Friday afternoon.
In addition, district government employees must also work
professionally. For example, people who occupy positions as officials must have
competence in that field. The trick is to open the selection process and
involve independent assessors. Thus the public knows exactly why a person
occupies a particular position, thereby minimizing the suspicion and suspicion
of rumors behind the position. Another way is to do a
management review every Friday morning, where each department reports on the
progress of work and the accompanying obstacles. In this way, the ranks of the Bojonegoro Regency Government continue to learn from their
colleagues and the community they serve. This will hone professionalism in the
field they are involved in.
Next is good financial management to prove that the government of
this period is not the same as the previous period, which committed acts of
corruption. For this reason, transparency is carried out on each budget,
including the Village Fund Budget, which is reported openly at every village
hall. Still not enough, the regent's income was conveyed to the public as a
form of goodwill to fix the past corruption problem.
Clear regulations also aim to foster public trust. During his 10
years of leadership, Suyoto has made 463 Regent
Regulations, 675 Regent Decrees, and 9 Regent Instructions. This is quite a
large number, aiming that the Bojonegoro Regency
Government ranks can work safely and not get caught in a legal case. Clear
regulation is also supported by equality in the eyes of the law, which means
that leaders must set an example to comply with applicable laws with concrete
actions.
This is related to another theme, namely, walk the talk. Loosely
speaking, this is understood as talking and doing what is said. For example,
when the regent says, "don't be corrupt, " he is also not allowed to
cheat on the mandate given, in the form of money or otherwise.
These five methods must be carried out simultaneously to grow
public trust in the government. Only then can the community be invited to make
changes. Armed with this trust, the community voluntarily provides the
necessary assistance to realize community empowerment.
Thus the concept of trust in the first group is related to the
concept of community empowerment in the second group. In addition to community
empowerment, the second group also contains the concept of local government as
a mediator and synergy between local government and the community.
The role of local government as a mediator shows that the
community still needs other resources to make changes, for example, for people
who live on livestock. So far, how they manage livestock has not changed
because it is still handed down from generation to generation. With the help of
the district government, which collaborated with various higher education
institutions, several People's Animal Husbandry Schools were formed so that we
could increase the knowledge and competence of farmers. The result is an
improvement in the farming community's standard of living because they have
managed their farms better.
Another role of a mediator is exemplified by MSME actors, whom
they want to get guidance to advance their business. The Bojonegoro
Regency Government applied to the Head of the Creative Economy Agency (BEKRAF), Triawan
Munaf, who then sent his team to assist Bojonegoro SMEs for several months.
The examples above show that the community needs government
assistance collaborating with external parties to develop Bojonegoro.
This means that the community cannot access specific resources without the
assistance of the local government. This is where the role of the mediator
becomes indispensable for change to occur.
By becoming a mediator and empowering communities, local
governments and communities can work together. In other words, synergize
because both parties have resources that the other party lacks. This condition
is an excellent example of explaining New Public Management, where the
community has the capacity and empowerment so that the role of local government
is as a facilitator. In this case, the mediator is part of the facilitator's role
because the facilities provided are connections or relationships with parties
outside Bojonegoro.
The third group, where local governments need to understand the
community's culture/customs/conditions, is a single theme. This group has no
other themes, as these are the underlying themes for the other nine themes in
this category.
Before planning further to do something, local governments need to
understand the situation and conditions in their area properly. It seems that
this is often taken for granted. The people of Bojonegoro
do not know that their area is prone to floods and droughts. Because if the
people have lived there for some time, it is automatically considered familiar
with the area. However, the way to make changes needs to be adapted to the
conditions of the people who at that time were lagging in many ways, including
in education. In short, engaging less educated people requires a different way
than more educated people.
In addition, it is also necessary to recognize the characteristics
of the Bojonegoro community. That is why Suyoto formulated the term 6 Satan, a defeatist mentality
inherent in the people of Bojonegoro. The formulation
of 6 Satan is not only based on observations as a native of Bojonegoro
but also through discussions with various parties. This knowledge is then
shared with the ranks of the Bojonegoro Regency
Government in order to formulate the most appropriate way to educate the
community—in their terms: "Enlightening," referring to one of the
5Ms.
By understanding the community's culture, habits, and conditions,
the Bojonegoro Regency Government can invite the
community to make improvements and changes through the methods mentioned in
this study. Without understanding the culture, habits, and conditions of the
community, the Bojonegoro Regency Government will
have difficulty communicating with the community, let alone driving change and
making the community more empowered.
Understanding the community's culture, habits, and conditions make
this research unique because other regions cannot immediately imitate it. In
other words, if a region wants to replicate this research in terms of making
changes, then the biggest challenge is understanding the uniqueness of its
region. They must be able to formulate conditions in their area in a way that
is easily understood by the ranks of their local government so that it can be
applied in daily interactions with the community.
CONCLUSION
Social change in the community is a goal that the Bojonegoro Regency Government wants to achieve by improving
life and getting out of poverty. Several ways have been mentioned to make these
changes, and the researcher grouped the ten ways starting from the most basic
way, namely understanding the culture/customs/initial conditions of society.
This step is important because although most
district government employees are Bojonegoro people
or have lived in Bojonegoro for a long time, not many
understand the condition of the community and how to improve it. This is
evidenced by their condition, which has not changed for decades and only got
better after Suyoto firmly said that what had to be
faced was the various negative mentalities that thrived in the community.
In addition, to be accepted in the community, the
district government needs to do various ways to the conditions of the
community. For example, participating in the tayub
dance has received a lot of negative views because the art of tayub itself is often associated with the abangan community. Understanding the communities it serves
is critical if a local government is to emulate the changes in Bojonegoro. Of course, the results of this community's
introduction will differ according to the area's characteristics.
The next level is building trust, which can be done
in several ways, starting with building open communication, working
professionally in financial and regulatory management, and doing the walk the
talk. The six methods used here need to be carried out simultaneously, given
the low level of public trust, which leads to their low level of participation.
For example, communicating alone is not enough to make people believe.
Therefore it needs to be supported by walking the talk so that people
understand that the district government is not just talking
("talking"). At this level, if other regions want to emulate the
changes that occurred in Bojonegoro, the methods
needed may no longer be the same, depending on the situation and conditions in
their respective regions.
Bojonegoro. After understanding the community and getting a
relationship based on trust, changes can be made in a "higher" way,
namely by synergizing and empowering the community - where a more significant
portion of the district government acts as a mediator connecting the community
with outside parties. This is necessary because historical evidence suggests
that relying solely on conditions within Bojonegoro
itself will not make any significant changes. More massive efforts need to be
made by utilizing parties outside Bojonegoro.
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