1. MANAJ M N ST
E E RAT GIS
E
RUM SAK
AH IT
dr.Adib Abdullah Yahya,MARS.

2. PEMBAHASAN
- PENGERTIAN MANAJEMEN STRATEGIS
- ELEMEN DARI MANAJEMEN STRATEGIS
- PERAN KEPEMIMPINAN
- PENYUSUNAN STRATEGI DI RUMAH SAKIT
- STRATEGIC STAKEHOLDER MANAGEMENT
- SYNERGY AS A STRATEGIC MANGEMENT PROGRAM

3. PENGERTIAN
ETIMOLOGI :
- YUNANI :
“STRATEGOS” BERARTI :
. JENDRAL
. TENTARA
. MEMIMPIN
“STRATEGEO” BERARTI :
“ MERENCANAKAN UNTUK
MENGHANCURKAN MUSUH MELALUI PEMANFAATAN
SUMBER DAYA SECARA EFEKTIF “

4. STRATEGI ADALAH PENDEKATAN POLA PIKIR,
PERENCANAAN DAN PENGAMBILAN KEPUTUSAN
DALAM SITUASI BISNIS YANG MENGHARUSKAN
MANAJER UNTUK MENGETAHUI, MEMAHAMI,
MENERIMA DAN MENDUKUNG MISI ORGANISASI,
ATAU UNIT DI DALAM ORGANISASI, DAN
MENGHUBUNGKAN MISI TERSEBUT DENGAN
LINGKUNGAN DITEMPAT KEPUTUSAN-KEPUTUSAN
TERSEBUT AKAN DIIMPLEMENTASIKAN.
“DRIVING FORCE” DI BALIK POLA PIKIR, PERENCANAAN
DAN MANAJEMEN STRATEGIS ADALAH MISI
ORGANISASI.

5. MANAJEMEN STRATEGIS ADALAH KEGIATAN KOLEKTIF YANG
MENYANGKUT PEMAHAMAN TENTANG HAKEKAT DAN
IMPLIKASI DARI PERUBAHAN EKSTERNAL, KEMAMPUAN
UNTUK MENGEMBANGKAN STRATEGI YANG EFEKTIF DALAM
MENGHADAPI PERUBAHAN, DAN KEMAUAN SERTA
KEMAMPUAN UNTUK MENGELOLA SECARA AKTIF
MOMENTUM ORGANISASI
SUATU KEHARUSAN BAGI MANAJER RUMAH SAKIT, UNTUK
MEMAHAMI PERUBAHAN-PERUBAHAN YANG TERJADI DI
LINGKUNGANNYA; MEREKA TIDAK HANYA RESPONSIF TERHADAP
PERUBAHAN TETAPI HARUS MAMPU MENCIPTAKAN MASA
DEPAN
MANAJEMEN STRATEGIS DISUSUN SEBAGAI PENDEKATAN ATAU
FILOSOFI UNTUK MENGELOLA ORGANISASI YANG SANGAT
KOMPLEKS

6. ELEMEN DARI MANAJEMEN STRATEGIS
PENDEKATAN MANAJEMEN STRATEGIS
PADA ORGANISASI YANG KOMPLEKS SEPERTI RUMAH SAKIT,
DALAM MELAKSANAKAN MANAJEMEN STRATEGIS DIPERLUKAN
PENDEKATAN ANALITIS MAUPUN PENDEKATAN KEDARURATAN
( EMERGENT/CONTINGENCY) :
– PENDEKATAN ANALITIK ATAU RASIONAL BERGANTUNG PADA
PENGEMBANGAN LANGKAH-LANGKAH ATAU PROSES YANG LOGIS
(LINEAR THINKING)
– MODEL EMERGENT, BERGANTUNG PADA PEMIKIRAN INTUITIF,
KEPEMIMPINAN, DAN PEMBELAJARAN DAN MERUPAKAN BAGIAN
DARI MANAJEMEN
KEDUA PENDEKATAN INI DIBUTUHKAN DAN DIPANDANG SEBAGAI
SATU “SINGLE MODEL”
PENDEKATAN ANALITIS DAPAT DISAMAKAN DENGAN
“PETA”,SEDANGKAN MODEL EMERGENT MERUPAKAN
“KOMPAS”NYA

8. MODEL MANAJEMEN STRATEGIS YANG MENCAKUP
PENDEKATAN ANALITIS DAN EMERGENT BIASANYA
TERDIRI DARI TIGA ELEMEN :
POLA PIKIR STRATEGIS (STRATEGIC THINKING)
PERENCANAAN STRATEGIS (STRATEGIC PLANNING)
MOMENTUM STRATEGIS (STRATEGIC MOMENTUM)

9. STRATEGIC THINKING
MENGENALI KENYATAAN TENTANG PERUBAHAN
MEMPERTANYAKAN ASUMSI DAN KEGIATAN
TERKINI
MEMBANGUN PEMAHAMAN SISTEM
MELIHAT KEMUNGKINAN MASA DEPAN
MENCIPTAKAN IDE-IDE BARU
MEMPERTIMBANGKAN KESESUAIAN ORGANISASI
DENGAN LINGKUNGAN EKSTERNAL

10. STRATEGIC THINKING MELAKUKAN ASESMEN
TERHADAP:
PERUBAHAN KEBUTUHAN DARI STAKE HOLDERS
(PEMANGKU KEPENTINGAN)
PERUBAHAN MENYANGKUT TEKNOLOGI, SOSIAL DAN
DEMOGRAFI, EKONOMI, POLITIK/PERUNDANGAN
TUNTUTAN KOMPETITIF

11. “STRATEGIC THINKERS” SELALU
MEMPERTANYAKAN:
“WHAT ARE WE DOING NOW THAT WE SHOULD STOP
DOING?”
“WHAT ARE WE NOT DOING NOW, BUT SHOULD
START DOING?”
“WHAT ARE WE DOING NOW THAT WE SHOULD
CONTINUE TO DO BUT PERHAPS IN A
FUNDAMENTALLY DIFFERENT WAY?”

12. STRATEGIC PLANNING
STRATEGIC PLANNING ADALAH PROCESS SECARA
PERIODIK DALAM MENGEMBANGKAN SATU
PERANGKAT LANGKAH-LANGKAH DALAM ORGANISASI
UNTUK MENCAPAI MISI DAN VISINYA DENGAN
MENGGUNAKAN POLA PIKIR STRATEGIS

13. STRATEGIC PLANNING :
– MENYIAPKAN PROSES LANGKAH DEMI LANGKAH YANG
BERURUTAN UNTUK MENCIPTAKAN STRATEGI
– MELIBATKAN KEGIATAN-KEGIATAN “PERIODIC GROUP
STRATEGIC THINKING (BRAINSTORMING)”
– MEMBUTUHKAN DATA/INFORMASI
– MEMBANGUN FOKUS UNTUK ORGANISASI
– MEMFASILITASI PENGAMBILAN KEPUTUSAN YANG
KONSISTEN
– KONSENSUS AKAN KEBUTUHAN GUNA PENYESUAIAN
ORGANISASI DENGAN LINGKUNGAN EKSTERNAL
– HASILNYA ADALAH PERENCANAAN STRATEGIS YANG
TERDOKUMENTASI

14. STRATEGIC MOMENTUM
STRATEGIC MOMENTUM MENYANGKUT KEGIATAN
SEHARI-HARI UNTUK MENGELOLA STRATEGI GUNA
PENCAPAIAN SASARAN STRATEGIS
DARI ORGANISASI

15. STRATEGIC MOMENTUM:
– KEGIATAN NYATA UNTUK MENCAPAI SASARAN SPESIFIK
– MENYANGKUT PROSES PENGAMBILAN KEPUTUSAN DAN
DAMPAKNYA
– MENGHASILKAN BUDAYA DAN STYLE
– MEMUNCULKAN ANTISIPASI, INOVASI DAN KEUNGGULAN
– MENGEVALUASI KINERJA STRATEGI MELALUI
PENGENDALIAN
– SUATU PROSES PEMBELAJARAN
– BERGANTUNG PADA PENINGKATAN POLA PIKIR
STRATEGIS DAN PERENCANAAN STRATEGIS PERIODIK
MOMENTUM STRATEGIS MENJAMIN FILOSOFI YANG
BERKELANJUTAN DALAM MENGEMBANGKAN DAN
MENGATUR PERENCANAAN, KEGIATAN DAN
PENGENDALIAN DARI ORGANISASI

17. MANFAAT MANAJEMEN STRATEGIS
KETIGA KEGIATAN MANAJEMEN STRATEGIS (STRATEGIC
THINKING, STRATEGIC PLANNING DAN STRATEGIC MOMENTUM)
AKAN MEMBERIKAN MANFAAT BAGI RUMAH SAKIT:
– MENGHUBUNGKAN ORGANISASI DENGAN TUJUAN YANG
RASIONAL DAN NILAI-NILAI YANG BERLAKU
– MEMPERBAIKI KINERJA KEUANGAN
– ADANYA KONSEP YANG JELAS, TUJUAN YANG SPESIFIK DAN
PANDUAN SERTA PENGAMBILAN KEPUTUSAN YANG
KONSISTEN
– MEMBANTU MANAJER MEMAHAMI KONDISI SAAT INI,
MEMIKIRKAN MASA DEPAN DAN MENGENALI TANDA-TANDA
PERLUNYA PERUBAHAN
– PERLUNYA MANAJER BERKOMUNIKASI SECARA VERTIKAL
DAN HORISONTAL MEMPERBAIKI KOORDINASI DALAM
ORGANISASI SECARA MENYELURUH
– MENDORONG INOVASI DAN PERUBAHAN DALAM ORGANISASI
UNTUK MEMENUHI KEBUTUHAN DARI SITUASI YANG DINAMIS

18. PERAN KEPEMIMPINAN
KEPEMIMPINAN MEMEGANG PERAN PENTING DALANM
PENGEMBANGAN STRATEGI
STRATEGI TIDAK BISA DICIPTAKAN HANYA DENGAN ANALISIS,
TETAPI PENGEMBANGANNYA DAPAT DIPERKUAT DENGAN
PENDEKATAN YANG LOGIS
PERAN KRITIS KEPEMIMPINAN :
– MENGAJUKAN PERTANYAAN YANG TEPAT KETIMBANG MENEMUKAN
JAWABAN YANG BENAR
– MENGAJUKAN ALTERNATIF KONSEP INTERPRETASI SITUASI
– BERTINDAK SELAKU KATALISATOR, MENDORONG MANAJER UNTUK
MEMIKIRKAN MASA DEPAN DENGAN CARA YANG KREATIF
– MEMBANTU MENGENALI DAN MENYEDIAKAN INFORMASI TENTANG
ISU-ISU STRATEGIS PENTING
– MENYAMPAIKAN STRATEGI DENGAN CUKUP JELAS UNTUK
KEPENTINGAN OPERASIONALISASI
– MENGURAIKAN STRATEGI KE DALAM SUB STRATEGI, PROGRAM-
PROGRAM DAN RENCANA AKSI UNTUK MEREALISAIKAN TIAP
STRATEGI
– MEMPERTIMBANGKAN DAMPAK PERUBAHAN STRATEGI DALAM
OPERASIONAL ORGANISASI
– MENGKOMUNIKASIKAN DAN MENGENDALIKAN STRATEGI

19. TIAP MANAJER/LEADER SEBAGAI
BAGIAN DARI TUGASNYA HARUS
PEDULI DENGAN PERUBAHAN, INOVASI
DAN KEUNGGULAN, SERTA
MENGAJUKAN PERTANYAAN KRITIS :
– “SHOULD WE BE DOING THIS IN THE
FUTURE?”
– “HOW SHOULD WE BE DOING THIS?”
– “WHAT NEW THINGS SHOULD WE BE
DOING?”

21. PENYUSUNAN STRATEGI RUMAH SAKIT
PENYUSUNAN STRATEGI ADALAH SUATU PROSES
PENETAPAN POLA KEGIATAN YANG MENJADI
PANDUAN BAGI ORGANISASI UNTUK BERGERAK KE
SATU TUJUAN
EMPAT KOMPONEN YANG MEMPENGARUHI
PENYUSUNAN STRATEGI :
– PELUANG PASAR (MARKETING OPPORTUNITY)
– KOMPETENSI KORPORAT DAN SUMBER DAYA
(CORPORATE COMPETENCE AND RESOURCES)
– NILAI-NILAI DAN ASPIRASI PERSONAL (PERSONAL
VALUES AND ASPIRATIONS)
– KEWAJIBAN SOSIAL (SOCIETAL OBLIGATIONS)

22. PROSES PERENCANAAN STRATEGIS
PROSES DIMULAI DENGAN ASESMEN
YANG MENDALAM TENTANG
ORGANISASI, MISINYA DAN
LINGKUNGANNYA

23. LANGKAH-LANGKAH :
– LANGKAH 1 PERENCANAAN PROSES:
ASESMEN TENTANG MISI, KEKUATAN DAN
KELEMAHAN INTERNAL, PELUANG DAN ANCAMAN
EKSTERNAL
IDENTIFIKASI SASARAN-SASARAN
MENGEMBANGKAN ALTERNATIF STRATEGI UNTUK
PENCAPAIAN SASARAN
MONITOR PERILAKU ORGANISASI DAN KEMAJUAN
TERHADAP PEMENUHAN MISI
LANGKAH PERTAMA INI ADALAH MEMBANGUN
“ROAD MAP” ATAU SERING DI SEBUT “ PLAN TO PLAN”

25. – LANGKAH 2  MENGEMBANGKAN DAN/ATAU
ASESMEN TERHADAP “MISSION STATEMENT”
“MISSION STATEMENT” YANG BERBASIS NILAI
MENJADI FONDASI DARI PROSES
PERENCANAAN STRATEGIS
“MISSION STATEMENT” DIKEMBANGKAN
SEBAGAI RESPON TERHADAP KEBUTUHAN
DAN KEPENTINGAN DARI STAKE HOLDERS

26. – LANGKAH 3  MELAKUKAN ASESMEN EKSTERNAL
LINGKUNGAN EKSTERNAL DAPAT BERUPA :
MACRO-ENVIRONMENT
REGULATORY ENVIRONMENT
ECONOMIC ENVIRONMENT
SOCIAL ENVIRONMENT
POLITICAL ENVIRONMENT
COMPETITIVE ENVIRONMENT
TECHNOLOGICAL ENVIRONMENT

27. – LANGKAH 4  MELAKSANAKAN ASESMENTINTERNAL
KOMPONEN YANG DIEVALUASI:
MANAGEMENT
HUMAN RESOURCES
FINANCE
MARKETING
CLINICAL SYSTEM
ORGANIZATION CULTURE
PHYSICAL PLANT
INFORMATION SYSTEMS
LEADERSHIP ABILITIES

28. – LANGKAH 5  MENETAPKAN “GOALS” DAN
OBJECTIVES
GOALS (OBJEKTIVES) ADALAH TITIK AKHIR YANG
HARUS DICAPAI OLEH PERENCANAAN
ORGANISASI DALAM SATU PERIODE WAKTU
TERTENTU
KARAKTERISTIK GOALS (OBJECTIVES) :
– GOALS HARUS BISA DI CAPAI
– GOALS HARUS BISA DIUJI (VERIFIABLE)
– GOALS HARUS SPESIFIK DAN EKSPLISIT

29. – LANGKAH 6  MENYUSUN PILIHAN-PILIHAN
STRATEGI
MENGEMBANGKAN DAFTAR STRATEGI YANG
REALISTIS YANG DAPAT MENUNTUN KE
PENCAPAIAN TIAP GOAL
KATEGORI STRATEGI ALTERNATIF :
– PRACTICAL ALTERNATIVES
– INCREMENTAL ALTERNATIVES
– RADICAL ALTERNATIVES

30. – LANGKAH 7  MENYELEKSI DAN MENGEMBANGKAN
STRATEGI
PILIHAN STRATEGI (STRATEGIC OPTIONS) HARUS
MERUPAKAN LANGKAH TERPISAH DENGAN
PENGEMBANGAN ALTERNATIVE STRATEGI
TIAP OPSI HARUS DIEVALUASI

31. – LANGKAH 8  MENGEMBANGKAN IMPLEMENTASI
PERENCANAAN
TIAP KEGIATAN DALAM IMPLEMENTASI
PERENCANAAN STRATEGIS HARUS
BERSIFAT STRATEGIS
PENUGASAN PENANGGUNG JAWAB SPESIFIK
TENTUKAN WAKTU PENYELESAIAN
TENTUKAN CHECK POINT UNTUK MENGUKUR
KEMAJUAN
KEMAJUAN SELALU DIMONITOR DAN DIEVALUASI

32. STRATEGIC
STAKEHOLDER MANAGEMENT

33. CUSTOMER vs. STAKEHOLDER
CUSTOMER IS ANYONE WHO HAS AN
EXPECTATION ABOUT THE OUTPUT OF A
PROCESS
( JAMES 1989 )
STAKEHOLDER IS ANYONE WITH INTEREST
IN OR WHO IS AFFECTED BY THE WORK OF
AN INDIVIDUAL, A DEPARTMENT, OR AN
ORGANIZATION.
MAHASISWA,CO –ASS,RESIDEN ….?

34. STAKEHOLDERS
ORGANIZATIONS,GROUPS, AND INDIVIDUALS
THAT HAVE AN INTEREST OR “STAKE” IN
THE SUCCESS OF THE ORGANIZATION.

35. HOSPITAL’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.

36. NONLOCAL NONLOCAL SCHOOL OF
PATIENTS PHYSICIANS MEDICINE
STUDENTS &
PROFESSIONAL HOSPITAL RESIDENTS
ASSOCIATIONS
STATE & GOV.BODY PHYSICIANS
LOCAL
REGULATORS
THIRD PARTY
INSURANCE
COMPANY
HOSPITAL PAYORS
LOCAL
INDIGENT PAYING
PATIENTS PATIENTS
ADMINISTRATION
PROFESSIONAL SERVICES ORG.
EMPLOYEES MANAGING
CARE
STAKEHOLDER MAP

37. STAKEHOLDER ANALYSIS
BASED ON THE BELIEF THAT
THERE IS A RECIPROCAL
RELATIONSHIP BETWEEN AN
ORGANIZATION AND CERTAIN
OTHER ORGANIZATIONS,
GROUPS,AND INDIVIDUALS

38. THE STEPS TO STRATEGIC
STAKEHOLDER MANAGEMENT
1. IDENTIFY ALL RELEVANT EXTERNAL,
INTERFACE, AND INTERNAL STAKEHOLDERS
2. CLASSIFY EACH STAKEHOLDER AS :
SUPPORTIVE,
MIXED BLESSING,
NONSUPPORTIVE,OR
MARGINAL
2. DIAGNOSE EACH STAKEHOLDERS IN TERMS OF
- POTENTIAL FOR THREAT AND
- POTENTIAL FOR COOPERATION

39. THE STEPS TO STRATEGIC STAKEHOLDER MANAGEMENT . . .
4. FORMULATE GENERIC STAKEHOLDER MANAGEMENT STRATEGIES :
- INVOLVE THE SUPPORTIVE STAKEHOLDER;
- COLLABORATE WITH THE MIXED BLESSING
STAKEHOLDER;
- DEFEND AGAINST THE NONSUPPORTIVE
STAKEHOLDER; AND
- MONITOR THE MARGINAL STAKEHOLDER
5. DEVELOP SPECIFIC IMPLEMENTATION TACTICS AND PROGRAMS
FOR EACH STRATEGY- STAKEHOLDER MANAGEMENT
6. IDENTIFY WHICH EMPLOYEES SHOULD BE INVOLVED IN THE
IMPLEMENTATION PROCESS.

40. STEP 1
IDENTIFY ALL RELEVANT
STAKEHOLDERS

41. EXTERNAL STAKEHOLDERS
1. COMPETITORS
2. RELATED HEALTH CARE ORGANIZATIONS
3. GOVERNMENT REGULATORY/ LISENSING AGENCIES
4. PRIVATE ACCREDITATION ASSOCIATIONS
5. PROFESSIONAL ASSOCIATIONS
6. LABOR UNION
7. PATIENTS
8. THIRD PARTY PAYORS
9. HOSPITAL SUPPLIERS
10. MEDIA
11. FINANCIAL COMMUNITY
12. RELIGIOUS ORGANIZATIONS
13. LOCAL COMMUNITY

42. INTERFACE STAKEHOLDERS
1. NONMANAGEMENT MEDICAL STAFF
2. HOSPITAL BOARD
3. STOCKHOLDERS/ TAXPAYERS/
CONTRIBUTORS
4. RELATED HEALTH CARE ORGANIZATIONS

43. INTERNAL STAKEHOLDERS
1. MANAGEMENT :
- TOP MANAGERS
- CLINICAL MANAGERS
- PHYSICIAN MANAGERS
- NONCLINICAL MANAGERS
2. NONMANAGEMENT EMPLOYEES :
- PROFESSIONAL
- PARAPROFESSIONAL
- SUPPORT PERSONNEL

44. STEP 2
CLASSIFY EACH STAKEHOLDER

45. DIFFERENT TYPES OF STAKEHOLDERS
TYPE 1 : THE MIXED BLESSING STAKEHOLDER :
- MEDICAL STAFF
- PHYSICIAN NOT ON THE STAFF
- INSURANCE COMPANIES
- INSURED PATIENTS
- HOSPITAL WITH COMPLEMENTARY

46. TYPE 2 : THE SUPPORTIVE STAKEHOLDER :
- BOARD OF TRUSTEES
- MANAGERS
- STAFF EMPLOYEES
- PARENT COMPANY
- LOCAL COMMUNITY
- NURSING HOMES

47. TYPE 3 : THE NONSUPPORTIVE STAKEHOLDER
- COMPETING HOSPITALS
- FREESTANDING ALTERNATIVES
- EMPLOYEE UNIONS
- GOVERNMENT REGULATORY AGENCIES
- INDIGENT PATIENTS
- THE NEWS MEDIA
- EMPLOYER COALITIONS

48. TYPE 4 : THE MARGINAL STAKEHOLDER
- VOLUNTEER GROUP
- STOCKHOLDERS
- PROFESSIONAL ASSOCIATIONS

49. STEP 3
DIAGNOSE EACH STAKEHOLDER

51. STEP 4
FORMULATE
GENERIC STAKEHOLDER MANAGEMENT
STRATEGIES

53. STAKE HOLDER’S
POTENTIAL FOR THREAT TO THE HOSPITAL
High Low
High MIXED BLESSING
STAKEHOLDER
SUPPORTIVE
STAKEHOLDER
STAKE ?
HOLDER’S
COLLABORATE INVOLVE
POTENTIAL
FOR
COOPERATION
WITH NON- MARGINAL
HOSPITAL SUPPORTIVE STAKEHOLDER
STAKEHOLDER
Low DEFEND MONITOR

54. SYNERGY
AS A STRATEGIC MANGEMENT
PROGRAM TO COLLABORATE WITH
HOSPITAL STAKEHOLDERS

55. 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.

56. Synergy can be defined as the
breakthroughs in thinking and action that
are produced when a collaborative
process successfully combines the
complementary knowledge, skills, and
resources of a group of participants
(Lasker, Weiss, and Miller, 2000; Fried and Rundall, 1994; Gray, 1998;
Mattesich and Monsey, 1992; Richardson and Allegrante, 2000).

57. Synergism, in the world of people, is sometimes
used 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 of
individuals working together so that the outcome
or performance of the whole is greater than the
sum of the parts (PathQuest, 2001).

58. components of synergy
There are some components of synergy that
must 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 another
person’s viewpoint

59. 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.

60. COMMUNITY PARTICIPATION AND SYNERGY
A partnership creates synergy by
combining the complementary knowledge,
skills, and resources of different people
and organizations.

61. At a practical level, the limited capacity of
partnerships to create synergy appears to
be related to three factors:
(1) who is involved in the partnership;
(2) how they are involved; and
(3) how well the leadership and
management of the partnership support
the interaction of the partners.

62. Who is Involved in the Partnership
The people and organizations involved in a partnership are the building
blocks of synergy.
the community stakeholders involved in synergistic partnerships often
go well beyond the "usual suspects," including :
- service providers
- people who use services,
- youth and low-income residents who are directly affected by problems,
- formal and informal community leaders,
- academics in different disciplines,
- government agencies,
- schools,
- businesses, and
- faith-based organizations

63. Together, a broad array of participants can:
* Obtain more accurate information (e.g., about the
concerns and priorities of people in the community):
* See the "big picture" (e.g., appreciate how different
services, programs, and policies in the community relate
to each other and to the problems the partnership is
trying to address);
* Break new ground (e.g., combine statistical and
qualitative information to get a better understanding of
the root causes of problems and discover innovative
approaches to solving problems); and
* Understand the local context (e.g., appreciate the
values, politics, assets, and history of the local
environment and use this information to identify
strategies that are most likely to work in that
environment.

64. How Partners Are Involved
Two types of partnerships:
- the "lead agency" model and
- the "community engagement" model

65. The "lead agency" model refers to partnerships
that are established to help a public- or private-
sector organization carry out a predetermined
program.
These kinds of partnerships are quite
common in the health and human services areas
but, unfortunately, have a very limited capacity
to create synergy regardless of how diverse the
participants are.

66. In the "community engagement" model, a broad array of
community stakeholders work together in all phases
of the partnership's work-understanding the problem,
developing plans, taking collective action, and refining
the partnership's actions over time.
The "community engagement" model has a much
greater potential to create synergy than the "lead
agency" model because diverse participants have an
opportunity to influence the thinking and plans of the
partnership as well as its actions.
As a result, a broad array of community stakeholders
can create new ideas and strategies together and the
way the group ultimately understands issues and the
actions it takes to address issues are usually very
different from the way any single participant in the
partnership started out.

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

68. What does the leadership of a partnership need to do
to enable a diverse group of participants to
create synergy and, thus, make the most of
their collaborative efforts?
reach out to and recruit a broad range of community
stakeholders, providing the partnership with the
perspective, skills, and resources that it needs.
inspire and motivate participants by articulating what they
can accomplish together and how their joint work will
benefit not only the community but also each of them
individually.
facilitate a collaborative process that empowers
participants by assuring that they have real influence in
the way the partnership address problems that affect their
lives.
help participants from different backgrounds develop
relationships with each other and engage in ongoing
meaningful discourse.

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

70. STAGES OF COLLABORATION
COMMON DEPENDABILITY
FACTORS SUSTAINABILITY
PROBLEM
N
E
T
STAGES EMERGENCE TRANSITION MATURITY W
O
R
K
-ACHIEVE
DEV.STRATEGY
OBJECTIVS
MANAGER DEFINE COORD./
PURPOSE -SUSTAIN
TASK COMMITMENT
COMMITMENT
INTER ORGANIZATIONAL ARRANGEMENTS

71. THE UNDERLYING DYNAMIC OF THE NEWLY
FORMED INTER-ORGANIZATIONAL
ARRANGEMENT IS NOT “COMMAND AND
CONTROL” BUT ONE THAT IS BETTER
DESCRIBED AS ONE OF
TRUST,COMMITMENT AND SYNERGY.
GOOD PARTNERSHIPS, LIKE GOOD
MARRIAGES,DON’T WORK ON THE BASIS OF
OWNERSHIP OR CONTROL.
IT TAKES EFFORT AND COMMITMENT
AND ENTHUSIASM FROM BOTH SIDES IF
EITHER IS TO REALIZE THE HOPED FOR
BENEFITS.

72. TERIMAKASIH