Waskita Adijarto

http://www.bob-sadino.com/siapa-aku/7-belajar-goblok-ala-bob-sadino.html

Belajar GOBLOK ala BOB SADINO

Resep Goblok Bikin Kaya
AddthisAddthis

Siapa yang tak kenal Bob Sadino? Ia enterpreneur sejati. Gayanya nyentrik, pola pikirnya unik dan cenderung terbalik. Keluar dari pakem teori dan buku teks ekonomi. Tapi, bisnisnya sukses. Pengusaha kawakan dengan ciri khasnya celana pendek dan kemeja itu, datang ke Batam berbagi pengalaman dan belajar goblok dengan pengusaha muda Batam. Apa maksudnya?

PEBISNIS yang biasa baca buku marketing, manajemen, dan makan sekolahan, dibikin bingung Bob Sadino, pengusaha yang terkenal dengan Kem Chicks-nya ini. ’’Hidup saya tanpa rencana dan tanpa target. Buku-buku di sekolah sudah meracuni pikiran Anda. Padahal, informasi itu sudah basi dan jadi sampah. Sekolah menghasilkan orang untuk bekerja, tapi bukan memberi peluang kerja bagi orang lain,” katanya. Nah, bingung kan?

Lelaki yang sudah berbisnis selama 36 tahun dan biasa disapa Om Bob ini bercerita, ia berani keluar dari kemapanan bekerja di Jakarta Lyod, jadi pengangguran, jadi kuli bangunan dan supir taksi. Ia lalu berkirim surat ke teman-temannya di Belanda, agar dikirimi ayam petelur. Saat itu, orang tidak biasa mengkonsumsi telur. Jadilah ia peternak ayam broiler dan menjual telur ayam. ’’Sayalah orang pertama yang mengenalkan telur kepada bangsa Indonesia ini,” katanya.

Namun, jalan hidup Bob tidak semudah membalik telapak tangan. Ia menjual telur ke tetangga. Telurnya tidak laku karena warga Kemang tak biasa makan telur yang besar-besar itu, tapi telur ayam kampung. Beruntung, beberapa bule menyukainya. Permintaan pun bertambah. Tidak hanya telur, merica, garam dan belakangan berkembang ke bisnis daging olahan seperti sosi

Bob Sadino yang pertama kali mengenalkan menanam sayuran tanpa tanah alias hidroponik. Padahal, saat itu tidak pasarnya. Tapi, kegigihan seorang Bob Sadino, ia menciptakan pasarnya. Beberapa tahun kemudian, ia malah mengekspor terung ke Jepang. Bob mengaku, ia tidak pernah berencana mau jadi apa. ’’Rencananya hanya buat orang pinter, saya bersyukur saya goblok. Kalau saya pintar, saya akan seperti Anda,” katanya, disambut tawa peserta seminar di Hotel Godway, Rabu (16/5) malam.

Kalau pengusaha atau orang dagang cari untung, Bob Sadino mengaku mencari rugi. Lantaran goblok, ia tidak tidak hitung-hitungan dan membebani dirinya macam-macam. ’’Biasanya orang dagang cari untung dan rugi peluangnya sama saja. Jadi, kalau cari rugi, terus kalau untung waduh, bahagia banget,” ujarnya.

’’Silakan cari kegagalan, cari kendala Anda. Saya mengalami segunung kegagalan, kendala dan keringat dingin dan air mata darah. Tapi, saya belajar dari kegagalan dan mencari jalan keluarnya. Kegagalan adalah anugrah. Lalu, apa di balik kegagalan. Sukses adalah titik kecil di atas segunung kegagalan,” papar Bob yang membuat peserta seminar terpana.

Bob Sadino bahagia dengan apa yang dilakukannya. Ia berani mengambil risiko dan menciptakan pasar. ’’Saya mengambil risiko sebesar-besarnya, sebab orang yang mengambil risiko kecil, hasilnya juga kecil. Kalau orang memperkecil risiko, ia jadi bebas dong. Risiko bisa jadi apa saja. Kewajiban saya mengubah risiko jadi duit,” ujar Bob Sadino, dengan santainya.

Meski awalnya sulit dipahami, peserta seminar yang bingung dan tidak terima dikatai goblok, lama-lama bisa mencerna jalan pikiran nyeleneh Bob Sadino. Sebagai pengusaha sukses, ia sudah sampai pada tahap financial independent, sehingga ia bebas mau beli apa saja dan mau pergi ke mana saja. ’’Duitnya sih, pas-pasan. Kalau mau beli Jaguar, pas duitnya ada,” katanya, terkekeh.

Karena merasa dirinya goblok, Bob tidak berpikir secara runtun, tapi mengalir begitu saja. Orang goblok juga akan lebih percaya pada orang lain yang lebih pintar dari dirinya. Kalau gagal, orang goblok tidak merasa gagal, tapi sedang belajar jadi lebih pintar. Akhirnya, orang goblok bisa jadi bosnya orang pintar-pintar. Kini, Bob memiliki 1.600 karyawan yang dia sebut anak-anaknya.

Sementara, orang pintar menghitung sesuatu nyelimet dan usahanya nggak jalan-jalan, karena dibebani rencana yang belum tentu berhasil. Orang pintar juga tidak percaya orang lain sehingga semua dikerjakannya sendiri. Ia mencontohkan ketika salah seorang karyawannya menurunkan harga kangkung di supermarketnya dari semula harganya Rp6.000 menjadi Rp400 saja. Eh, ternyata malah tidak laku.

Selidik punya selidik, ternyata langganannya protes, kok harga kangkungnya murah, padahal biasanya mahal. ’’Akhirnya, harga kangkung itu saya naikkan lagi. Pelanggan saya bilang, kangkung yang saya jual rasanya lain. Mungkin karena mahal, sehingga setiap sendok kangkung yang masuk ke mulutnya diam-diam dihitungnya, Rp6.000, jadi dia nikmati. Lha, kalau begini, siapa sebenarnya yang goblok?” papar Bob terbahak-bahak.

Namun, bagi pembeli ada nilai psikologis yang membuat pembeli merasa berbeda jika mengkonsumsi kangkung mahal daripada kangkung murah. Ini bagian dari trik marketing. Ia pun berbagi tips, bahwa untuk menjadi seorang marketing yang baik, maka seseorang harus menjual dirinya sendiri (sale for your self), sebelum menjual produknya. Sebuah filosofi, bahwa bagaimana seseorang menjadi marketing yang baik, kalau ia sendiri tidak dikenal orang.

Di balik kekonyolannya, Bob Sadino memberikan beberapa resep menjadi pengusaha. Antara lain, berpikir bebas dan tanpa beban. Memiliki tekad dan keinginan yang kuat menjadi pengusaha, sebab kemauan adalah ibarat bensin dan motor, keberanian mengambil peluang, tahan banting dan bersyukur bisa berbuat untuk orang lain.

Bob Sadino berpesan, jangan takut dan jangan terlalu berharap. Sebab, makin tinggi harapan, makin tinggi tingkat kekecewaan. ’’Lepaskan belenggu dalam pikiran Anda sendiri. Ada berjuta peluang di sekeliling Anda,” katanya.

Dalam berbisnis, juga jangan terlalu memikirkan sukses. Kalau terlalu banyak memikirkan sukses, kata Om Bob, bekerja pasti dalam tekanan, tidak rileks sehingga hasil kerja tidak akan bagus. ’’Santai saja, hilangkan semua beban, ingat sandaran itu tadi, kemauan, komitmen, keberanian mengambil peluang, pantang menyerah dan selalu belajar pada yang lebih pintar serta selalu bersyukur,” ujar Om Bob, mengingatkan.

Satu hal yang menarik, orang-orang yang ia gunakan dalam membantu usahanya, bukanlah mereka yang berasal dari kalangan berpendidikan tinggi, melainkan dari anak jalanan. Berawal dari satu anak jalanan, bertambah dua, tiga hingga saat ini mencapai 1.500 orang anak. Bob juga mengaku bukan orang yang berpendidikan tinggi. Ia hanya tamatan SMA. Ia tak pernah sekolah tinggi. Baginya, di sekolah orang membaca buku, buku sifatnya informasi yang telah terjadi yang tak ubahnya roti busuk alias sampah. Jadi, orang yang sekolah tinggi-tinggi, isinya hanya sampah. Terkecuali sampah itu diolah menjadi pupuk yang subur.

Bob Sadino juga tidak setuju dengan istilah Usaha Kecil Menengah (UKM) yang digembar-gemborkan pemerintah. Apa pasal? ’’Mestinya bukan UKM, tapi UBB atau Usaha Bakal Besar sehingga kita tetap optimis dan berusaha membesarkan bisnis kita,” katanya.

Tak terasa, dua jam berlalu bersama Bob Sadino. Namun, pertanyaan menggelitik soal penampilannya yang senang bercelana pendek, terlontar juga dari peserta seminar. Apa jawaban Bob? ’’Tidak penting celana pendeknya, yang penting, apa di balik celana pendek itu,” ujar Om Bob yang disambut gelak tawa.

Di balik sikap nyentrik dan nyeleneh Bob Sadino, ia berhasil membangun bisnisnya selama puluhan tahun. Dan, ia bisa duduk santai dengan beberapa presiden sambil ngobrol ngalor ngidul. Yang jelas, peserta seminar yang umumnya pelaku bisnis merasa mendapat pengalaman dan pencerahan yang luar biasa.

Sayangnya, nyaris tidak ada pengusaha kelas kakap yang tertarik bincang bisnis Bob Sadino yang disponsori Telkomsel itu. Mungkin khawatir dicap goblok. Jadi, mau pintar atau goblok ala Bob Sadino? Terserah Anda.

Tulisan kweren dari foundernya GitHub, Tom Preston-Werner
http://tom.preston-werner.com/2011/11/22/open-source-everything.html

Open Source (Almost) Everything
22 Nov 2011 - San Francisco

When Chris and I first started working on GitHub in late 2007, we
split the work into two parts. Chris worked on the Rails app and I
worked on Grit, the first ever Git bindings for Ruby.
After six months of development, Grit had become complete enough to
power GitHub during our public launch of the site and we were faced
with an interesting question:

Should we open source Grit or keep it proprietary?
Keeping it private would provide a higher hurdle for competing
Ruby-based Git hosting sites, giving us an advantage.
Open sourcing it would mean thousands of people worldwide could use it
to build interesting Git tools, creating an even more vibrant Git
ecosystem.

After a small amount of debate we decided to open source Grit. I don't
recall the specifics of the conversation but that decision nearly four
years ago has led to what I think is one of our most important core
values: open source (almost) everything.Why is it awesome to open
source (almost) everything?

If you do it right, open sourcing code is great advertising for you
and your company. At GitHub we like to talk publicly about libraries
and systems we've written that are still closed but destined to become
open source. This technique has several advantages. It helps determine
what to open source and how much care we should put into a launch. We
recently open sourced Hubot, our chat bot, to widespread delight.
Within two days it had 500 watchers on GitHub and 409 upvotes on
Hacker News. This translates into goodwill for GitHub and more
superfans than ever before.

If your code is popular enough to attract outside contributions, you
will have created a force multiplier that helps you get more work done
faster and cheaper. More users means more use cases being explored
which means more robust code. Our very own resque has been improved by
115 different individuals outside the company, with hundreds more
providing 3rd-party plugins that extend resque's functionality. Every
bug fix and feature that you merge is time saved and customer
frustration avoided.

Smart people like to hang out with other smart people. Smart
developers like to hang out with smart code. When you open source
useful code, you attract talent. Every time a talented developer
cracks open the code to one of your projects, you win. I've had many
great conversations at tech conferences about my open source code.
Some of these encounters have led to ideas that directly resulted in
better solutions to problems I was having with my projects. In an
industry with such a huge range of creativity and productivity between
developers, the right eyeballs on your code can make a big difference.

If you're hiring, the best technical interview possible is the one you
don't have to do because the candidate is already kicking ass on one
of your open source projects. Once technical excellence has been
established in this way, all that remains is to verify cultural fit
and convince that person to come work for you. If they're passionate
about the open source code they've been writing, and you're the kind
of company that cares about well-crafted code (which clearly you are),
that should be simple! We hired Vicent Martí after we saw him doing
stellar work on libgit2, a project we're spearheading at GitHub to
extract core Git functionality into a standalone C library. No
technical interview was necessary, Vicent had already proven his
skills via open source.

Once you've hired all those great people through their contributions,
dedication to open source code is an amazingly effective way to retain
that talent. Let's face it, great developers can take their pick of
jobs right now. These same developers know the value of coding in the
open and will want to build up a portfolio of projects they can show
off to their friends and potential future employers. That's right, a
paradox! In order to keep a killer developer happy, you have to help
them become more attractive to other employers. But that's ok, because
that's exactly the kind of developer you want to have working for you.
So relax and let them work on open source or they'll go somewhere else
where they can.

When I start a new project, I assume it will eventually be open
sourced (even if it's unlikely). This mindset leads to effortless
modularization. If you think about how other people outside your
company might use your code, you become much less likely to bake in
proprietary configuration details or tightly coupled interfaces. This,
in turn, leads to cleaner, more maintainable code. Even internal code
should pretend to be open source code.

Have you ever written an amazing library or tool at one job and then
left to join another company only to rewrite that code or remain
miserable in its absence? I have, and it sucks. By getting code out in
the public we can drastically reduce duplication of effort. Less
duplication means more work towards things that matter.

Lastly, it's the right thing to do. It's almost impossible to do
anything these days without directly or indirectly executing huge
amounts of open source code. If you use the internet, you're using
open source. That code represents millions of man-hours of time that
has been spent and then given away so that everyone may benefit. We
all enjoy the benefits of open source software, and I believe we are
all morally obligated to give back to that community. If software is
an ocean, then open source is the rising tide that raises all ships.
Ok, then what shouldn't I open source?

That's easy. Don't open source anything that represents core business value.

Here are some examples of what we don't open source and why:

Core GitHub Rails app (easier to sell when closed)
The Jobs Sinatra app (specially crafted integration with github.com)

Here are some examples of things we do open source and why:

Grit (general purpose Git bindings, useful for building many tools)
Ernie (general purpose BERT-RPC server)
Resque (general purpose job processing)
Jekyll (general purpose static site generator)
Gollum (general purpose wiki app)
Hubot (general purpose chat bot)
Charlock_Holmes (general purpose character encoding detection)
Albino (general purpose syntax highlighting)
Linguist (general purpose filetype detection)

Notice that everything we keep closed has specific business value that
could be compromised by giving it away to our competitors. Everything
we open is a general purpose tool that can be used by all kinds of
people and companies to build all kinds of things.
What is the One True License?

I prefer the MIT license and almost everything we open source at
GitHub carries this license. I love this license for several reasons:

It's short. Anyone can read this license and understand exactly
what it means without wasting a bunch of money consulting high-octane
lawyers.
Enough protection is offered to be relatively sure you won't sue
me if something goes wrong when you use my code.
Everyone understands the legal implications of the MIT license.
Weird licenses like the WTFPL and the Beer license pretend to be the
"ultimate in free licenses" but utterly fail at this goal.

These fringe licenses are too vague and unenforceable to be acceptable
for use in some companies. On the other side, the GPL is too
restrictive and dogmatic to be usable in many cases. I want everyone
to benefit from my code. Everyone. That's what Open should mean, and
that's what Free should mean.

Rad, how do I get started?

Easy, just flip that switch on your GitHub repository from private to
public and tell the world about your software via your blog, Twitter,
Hacker News, and over beers at your local pub.
Then sit back, relax, and enjoy being part of something big.

-- thinking out of the box ------------------------------------ Visit http://startuplokal.org for event details Employer/employee? Visit http://startuplokal.org/jobs http://tekno.kompas.com/startuplokal - Press Release send to press@startuplokal.orgYahoo! Groups Links <*> To visit your group on the web, go to: http://groups.yahoo.com/group/StartUpLokal/ <*> Your email settings: Individual Email | Traditional <*> To change settings online go to: http://groups.yahoo.com/group/StartUpLokal/join (Yahoo! ID required) <*> To change settings via email: StartUpLokal-digest@yahoogroups.com StartUpLokal-fullfeatured@yahoogroups.com <*> To unsubscribe from this group, send an email to: StartUpLokal-unsubscribe@yahoogroups.com <*> Your use of Yahoo! Groups is subject to: http://docs.yahoo.com/info/terms/

http://baalawi.com/articles/qasaaid-poems/508-al-imam-abdullah-bin-alawi...

http://opensignalmaps.com/reports/fragmentation.php

Respon terhadap http://teknologi.ee.itb.ac.id/content/inilah-sisi-lain-kemajuan-negara-m...

From: Iwan Budhiarta
Sender: Bisnis-Karir@yahoogroups.com
Date: Fri, 11 May 2012 03:30:24 +0800 (SGT)
To: Bisnis-Karir@yahoogroups.com
ReplyTo: Bisnis-Karir@yahoogroups.com
Subject: Bls: [Bisnis-Karir] Fwd: Pengalaman Pengusaha Indonesia di MALAYSIA

Dear Prof Syamil dan kawan2 yth,

Saya ingin menambahkan pendapat saya, sebagai pelengkap dari pendapat Bapak Agus Jamhari...

Saya seorang konsultan bisnis-keuangan yang memiliki kantor pemasaran di Malaysia, dan sudah tinggal di Malaysia selama 5 tahun. Sembari menjalankan operasional kantor, juga mengembangkan networking dengan sesama rekan pengusaha lokal Malaysia. Selain itu, saya juga menyempatkan masuk dunia akademik di kampus-2 di Malaysia untuk berdiskusi dengan sesama rekan pelajar S1-S3 di Malaysia.

Dari hasil pengalaman saya selama tinggal di Malaysia, maka saya ingin menanggapi pendapat Bapak Agus Jamhari sebagai berikut:
A. Untuk point 1 dan 2, tidak sepenuhnya benar...kata "subsidi" lebih tepat sebagai "pinjaman sementara dari pemerintah"...karena meski sepandai apapun, jika tidak mampu membiayai sekolah, pemerintah tetap membantu memberikan pinjaman sekolah hingga si pelajar mampu meneruskan karirnya...setelah mampu mendapatkan penghasilan sendiri, maka pinjaman pemerintah tersebut haruslah dikembalikan/dicicil oleh si mantan pelajar...baca: tidak ada makan siang gratis, bung...!

B. Untuk point 3 dan 4, no comment...

C. Untuk point 5 dan 20, ada benarnya juga...di Malaysia ada 2 jenis gula, yaitu gula pasir kasar dan gula pasir halus...harga untuk gula pasir kasar adalah RM 2.30 (jika kurs RM 1=Rp 3000) atau Rp 6.900 per kg...harga gula pasir halus adalah RM 2.40 atau Rp 7.200 per kg...harga untuk gula ini disubsidi oleh pemerintah, jadi tidak mengalami perubahan harga dari waktu-ke-waktu...Saya pernah menemui pengusaha yang kena denda harus bayar Rp 100 juta gara-2 hanya menaikkan harga gula bersubsidi ini...!

D. Untuk point 6, 7 dan 19, tidak sepenuhnya benar...peraturan syariah yang sangat ketat hanya diterapkan di negara bagian sebelah utara, seperti Kelantan, Terengganu dan Pahang...sedangkan untuk kawasan Wilayah Persekutuan Kuala Lumpur, aturan syariah sangat longgar sekali...laki-laki dan wanita bukan muhrim dapat bergandengan tangan dan berjalan rapat-rapat di muka umum tanpa ditangkap oleh pasukan syariah...bahkan, di kawasan Bukit Bintang ada beberapa hotel dan salon yang menyediakan jasa pijat "plus-plus"...dan bahkan ada jasa female dan male escort yang menyediakan pelayanan dan menawarkan jasanya di pinggiran jalan kawasan Bukit Bintang...Lalu, juga ada daerah Genting Highland yang pusatnya perjudian...isu disini adalah orang Indonesia adalah penyumbang devisa terbesar dari wisata perjudian di Malaysia...!

E. Untuk point 8, setuju...! Tujuan Kerajaan Malaysia untuk mendorong pernikahan dini adalah untuk meningkatkan populasi penduduk Malaysia sehingga mampu mendorong perputaran ekonomi mikro-domestik dapat berputar makin kencang...Selama ini Malaysia sebagian besar mengandalkan pertumbuhan GDP dari kegiatan perdagangan internasional, dan kurang didukung oleh perdagangan lokal-nasional...Sehingga jika terjadi krisis keuangan global, maka sudah pasti Malaysia akan terkena dampak paling besar dibanding Indonesia

F. Untuk point 9, setuju...! Pada umumnya rakyat Malaysia yang ber-etnis Melayu kurang suka berdagang atau berbisnis...Mereka lebih suka ambil pekerjaan yang minim-resiko dan suka berada di wilayah comfort-zone...Pekerjaan menjadi pegawai (baca: kakitangan) Kerajaan Malaysia adalah yang paling dicari oleh masyarakat Melayu di Malaysia yang merupakan mayoritas...Sedangkan untuk masyarakat China dan India lebih suka membuka bisnis sendiri...Biasanya, masyarakat Melayu di Malaysia adalah tipe pekerja yang kurang mampu bersaing dengan masyarakat China dan India...

G. Untuk point 10, no comment...! Meski didoakan, para pemimpin di Malaysia juga ada yang tidak bersih dan jujur...Perdana Menteri seringkali dilemparkan tuduhan kasus suap dan korupsi tapi selalu mentah dan berhenti di tengah jalan...Perdana Menteri mendapat perlindungan dan perlakuan istimewa dari UMNO, partai mayoritas yang sangat berkuasa di Malaysia, seperti GOLKAR di masa Orde Baru di Indonesia

H. Untuk point 11, 12 dan 29, ini disebabkan Kerajaan Malaysia mampu menyediakan produk automotif dengan harga murah dan cicilan ringan dengan jangka waktu yang lama...Coba bayangkan, harga mobil baru Rp 300 juta, bisa dibawa pulang dengan UM Rp 30 juta dan cicilan per bulan Rp 1,5 juta selama 30 tahun...dengan minimal tabungan per bulan sebesar Rp 2 juta, maka sangat ringan bagi rakyat Malaysia untuk mengambil cicilan mobil...! Jadi...jangan terjebak ya bung ! Kalau rumah gubuk bisa punya 2 mobil itu bukan berarti gaya hidup pemilik rumah bersahaja, taoi karena pas-pasan menghemat luar biasa untuk bisa beli mobil dengan UM dan cicilan murah...!

I. Untuk point 13, pernyataan ini harus disurvey lapangan dahulu...jadi, no comment !

J. Untuk point 14 dan 15, ini ada benarnya, tapi juga ada salahnya...program bantuan perumahan ini hanyalah alat pembentukan citra politis oleh Perdana Menteri yang berkuasa...biasalah untuk meningkatkan pamornya...Tapi perlu diingat, dengan kelakuan Kerajaan Malaysia terhadap rakyatnya seperti ini, justru membawa bumerang bagi masa depan rakyatnya sendiri...Rakyat Malaysia merasa tidak perlu lagi bekerja keras dan membanting tulang atau berkompetisi dalam persaingan usaha, karena mereka merasa dilindungi oleh Kerajaan Malaysia...dengan kata lain: tanpa bersusah payah bekerja keras bisa hidup nyaman, buat apa lagi bersusah diri mencari uang lagi...!

K. Untuk point 16 ini ada benarnya, tapi kebanyakan salah...! Menurut pengalaman saya membantu para pengusaha UKM di Malaysia, ternyata masalahnya sama saja dengan di Indonesia...susah cari pinjaman bagi pelaku usaha kecil menengah...! Kalaupun ada yang berhasil mendapatkan pinjaman, biasanya mereka memiliki hubungan istimewa dengan pihak Kerajaan atau pihak Perbankan...Pihak bank seringkali menghindari resiko Non-Performing-Loan dari usulan proposal pinjaman pendanaan usaha oleh pelaku UKM...sebagai akibatnya, banyak juga pelaku UKM yang mati-muda...!

L. Untuk point 17...ini saya sangat setuju...!

M. Untuk point 18...ini agak tidak jelas...Tidak begitu mudah bagi expatriat untuk menikahi wanita lokal...ada beberapa syarat dan proses yang panjang...Sebagai info, untuk biaya mahar perkawinan diperlukan minimal Rp 100 juta dengan standar menengah...Jika yang akan dinikahi adalah wanita berpendidikan tinggi minimal S2, maka biaya maharnya bisa lebih tinggi lagi...! Apalagi jika wanitanya sudah bergelar S3 atau Profesor, maka biaya maharnya bisa menjulang setinggi langit...alhasil, jangka waktu untuk BEP bisa sangat lamaaaaa... ;;))

N. Untuk point 21, 24, 25, 27 dan 28...hmmm, ini perlu dibetulkan...! Siapa bilang Malaysia bebas hutang ?? Sampai saat ini, Malaysia masih dibebani hutang, yang porsi GDPnya cukup besar...Dan siapa bilang Malaysia tidak menerima IMF ?? Para pemberi hutang berganti baju dengan nama lain: The Commonwealth Nations...Malaysia menerima sebagian besar hutang dari negara Amerika Serikat, Inggris dan Australia dalam skema program peningkatan kesejahteraan negara-negara anggota Persemakmuran... >> Dan perlu diingat bahwa kemakmuran di Malaysia masih tidak merata...! Masih banyak sekali rakyat Malaysia yang belum pernah pergi ke Indonesia apalagi ke luar negeri yang jauh...! Malaysia hanya mampu dan pandai menyembunyikan penduduk miskinnya dan dilokalisasikan di tempat-tempat tertentu yang tidak dengan mudah dikenali oleh publik...Media massa di Malaysia pun terkesan menutup mata dengan hal ini... >> Dan juga perlu diketahui bahwa LEBIH DARI 50% GENERASI PEKERJA MUDA DI MALAYSIA SUDAH TERBELIT HUTANG DAN TERANCAM BANGKRUT DI USIA MUDA...!

O. Untuk point 22, 23 dan 26...ini hanyalah masalah waktu saja...suatu saat akan terjadi imbalance dalam hal kesenjangan sosial dan pelayanan kesehatan. Perlu diingat, tingkat sosialisasi antar-tetangga atau yang dikenal dengan kerukunan antar-tetangga di Malaysia sangat rendah sekali...Umumnya antar-tetangga malas untuk bertegur-sapa...Sangat jarang sekali dalam suatu kampung diadakan acara selamatan atau upacara kemasyarakatan seperti yang sering dilakukan di Indonesia...!

Kesimpulan...: RUMPUT TETANGGA MEMANG LEBIH HIJAU...TAPI RUMPUT SENDIRI LEBIH SEHAT DAN BERMANFAAT !!

Salam,
Iwan Budhiarta, CPM, CWM, CFP, CMT, CTA, BBA, MSc(Strat), MEng, PhD (Candidate)
Sustainable Business Matrix Advisor - KPK Sdn. Bhd.
Ph. +60172722499 / +6281230304999

This is Iwan Budhiarta's genuine email sent to you from Dell Studio Laptop personally and directly. Please reply to me for any unusual or unpleasant contents that may disturb you and please apologize about it.

Sumber: http://www.fimadani.com/inilah-sisi-lain-kemajuan-negara-malaysia/

Saya beberapa bulan ini berada di Malaysia dan Singapura dalam rangka mengadakan Pelatihan Roti (Baking Class) lintas negara atas undangan sejumlah pengusaha melayu muslim di 2 negara ini, dari hasil berdiskusi dengan mereka para pengusaha melayu muslim, saya mendapati beberapa fakta menarik tentang 2 negara ini yang tidak banyak di ketahui dan tidak sampai beritanya ke Indonesia. Semoga sharing ini bermanfaat.

Sisi lain dari Malaysia yang tidak banyak kita dengar dan ditutupi dari pemberitaaan media:

1. Pendidikan dari TK – SMA GRATIS, bila miskin tapi pintar maka GRATIS sampai S3.
2. Setiap pelajar diberi subsidi uang cash setiap bulannya mulai RM 100 (SD/SMP) – RM 200 untuk SMA (setara Rp 300.000 – Rp 600.000/bulan/orang) untuk membeli buku, alat tulis, tas, seragam dll.
3. Setiap suami yang memiliki penghasilan di bawah RM 3000 (dibawah Rp 9 juta) dianggap miskin dan layak mendapat bantuan kerajaan sejumlah RM 500 ( RM 1,5 juta/bulan). Penghasilan setiap KK diketahui oleh kerajaan dengan data yang akurat.
4. Target pemerintah Malaysia adalah dalam 9 tahun kedepan Malaysia akan menjadi salah satu negara maju di dunia dengan pendapatan perkapita yang sangat tinggi dan biaya hidup yang murah.
5. Harga gula pasir hanya Rp 6.000/kg.
6. Pacaran adalah perbuatan yang dilarang untuk orang Melayu Muslim, siapapun yang tertangkap pacaran maka pilihannya hanya 2, menikah atau masuk penjara. Dalam level terkecil yaitu keluarga, masyarakat Malaysia memang melarang anaknya untuk pergi berdua-duaan dengan lawan jenis. Bila anaknya tidak menurut maka orang tua akan melapor pada polisi.
7. KUA, Polisi dan pengurus masjid sangat sering melakukan Rushing/Sweeping ke semua hotel murah, tempat hiburan dan tempat2 gelap di semua penjuru negara ini untuk mencegah kemaksiatan. Sebuah pengalaman, jam 1 malam pintu kamar di ketuk puluhan petugas gabungan untuk melakukan razia kemaksiatan dan menggeledah kamar. Pasangan Melayu Muslim yang tidak dapat menunjukkan Surat Nikah digelandang ke kantor polisi.
8. Menikah muda dan memiliki banyak anak sangat dianjurkan di negara ini, rata2 orang Malaysia menikah di usia 17 tahun untuk wanita dan 19 tahun untuk laki2 dan memiliki anak rata-rata 6 – 9 anak.
9. Kesempatan kerja sangat terbuka di negeri ini, jumlah pekerjaan lebih banyak daripada jumlah pencari kerja.
10. Setiap hari Jum’at usai shalat Jum’at, hampir semua masyarakat di masjid mendoakan kebaikan bagi para pemimpin negara terutama Raja, Sultan dan Perdana Menteri.
11. Masyarakat Malaysia rata-rata memiliki mobil 2 – 5 unit/rumah.
12. Hanya orang yang sangat miskin saja yang memiliki sepeda motor di negara ini.
13. Jumlah pengguna mobil sangat banyak dibandingkan pengguna sepeda motor.
14. Semua orang Malaysia memiliki rumah. Bila tidak sanggup membeli rumah, maka mereka akan mengajukan permohonan dana kepada kerajaan untuk minta dibuatkan rumah sesuai kemampuan mereka. Usai rumah selesai dibuat, mereka akan mencicil kepada kerajaan, cicilan disesuaikan dengan kemampuan penghasilan suami dan boleh mencicil sampai 40 tahun.
15. Tidak ada gelandangan yang tidur dibawah jembatan. Orang miskin di Malaysia dijamin oleh negara dengan pelayanan sangat baik dan diberikan makanan 4 sehat 5 sempurna setara hotel berbintang.
16. Semua pemilik usaha yang usahanya dilihat usahanya mulai maju berhak mengajukan bantuan dari kerajaan berupa peralatan produksi. Bila bakery akan mendapat bantuan mixer roti, oven, chiller, proofer, dough devider, dan lain-lain. Namun sebagai balasan kerajaan akan mengambil pajak yang sangat tinggi 29% yang pajak ini akan dikembalikan kepada rakyat miskin.
17. Malaysia menjadi negara yang paling ketat dalam urusan halal dan keamanan pangan. Sebelum mengeluarkan sertifikat halal dan dinkes, suatu usaha makanan akan mendapat penelitian yang panjang dan lama. Butter Golden Churn yang di Indonesia, Singapore dan Selandia Baru mendapatkan sertifikat halal ternyata di Malaysia terkena sensor karena di dalamnya didapati DNA Babi. Laboratorium makanan di Malaysia adalah salaah satu yang tercanggih di dunia. Tidak ada kasus makanan di campur borax atau formalin.
18. Professional worker sangat dicari di negara ini, bila memberikan kontribusi besar boleh mengajukan sebagai Permanent Resident dan menikah dengan warga negara Malaysia.
19. Laki-laki dan perempuan yang bukan mahram tidak boleh berjabatan tangan di negara ini.
20. Harga kebutuhan pokok dikontrol kuat oleh pemerintah, pedagang tidak boleh sembarangan menaikkan harga, setiap yang ketahuan resikonya adalah penjara.
21. Malaysia kuat ekonominya karena tidak punya hutang pada IMF atau pada badan dunia manapun, bahkan IMF pernah diusir keluar pada masa pemerintahan Mahatir Muhammad, karena hutang adalah jeratan riba di zaman ini dan termasuk dalam 7 dosa yang membinasakan.
22. Rendahnya tingkat kriminalitas di negara ini membuat banyak rumah yang tidak berpagar, mobil dan sepeda motor diparkir begitu saja di halaman rumah.
23. Tingginya tingkat kesehatan di negara ini membuat Puskesmas sunyi senyap tidak ada pasien.
24. Tingginya tingkat kesejahteraan di Malaysia, membuat masyarakat disana sering bepergian ke berbagai negara termasuk Indonesia.
25. Tidak ada rumah gubuk liar di tepi rel kereta api di Malaysia, rakyat hidup makmur dalam damai.
26. Aliran sesat seperti Syiah tidak bisa hidup di negeri ini, kerajaan Malaysia akan mengambil tindakan tegas dengan penjara seumur hidup.
27. Satu kebiasaan masyarakat Malaysia yang sudah lama berjalan adalah kebiasaan untuk makan diluar 2 atau 3 kali sehari. Tingginya income perkapita disini membuat orang malas untuk memasak di rumah. Hampir semua usaha rumah makan atau restoran baik kecil maupun besar pada saat jam makan penuh dan halaman parkir penuh dengan mobil, meski rumah makan atau restoran itu berada di antara hutan kelapa sawit. Pemandangan seperti ini merata di semua negara bagian di Malaysia baik di kota maupun desanya, karena kemakmuran yang merata di semua penjuru negeri ini. Pasar tradisional sangatlah langka di negeri ini. Untuk hal makan masyarakat Malaysia memang sangat konsumtif.
28. Malaysia dikenal sebagai negara yang tidak punya hutang pada siapapun dan paling anti berhutang kepada IMF (Rentenir kelas dunia). Di tahun 1998, IMF diusir keluar dari Malaysia karena memaksa Malaysia berhutang untuk memulihkan kondisi perekonomiannya. Para pemimpin dii Malaysia tahu bahwa IMF hanya akan menjerat negara itu dan tahu bahwa hutang ini adalah perkara yang sangat berat.
29. Hal lain juga adalah di Malaysia, sangat sulit membedakan mana rumah orang kaya dan miskin karena bentuk rumah disini hampir sama, orang Malaysia hidup sangat bersahaja, masih banyak kita bisa temukan rumah dengan dinding dari kayu dan rumah panggung di seantero negeri ini, padahal yang parkir dihalaman rumahnya mobil seri terbaru.

Bila kita bandingkan Malaysia dengan Indonesia, sungguh kita jauh lebih kaya dan terkaya di dunia, namun Allah memberikan keberkahan kepada Malaysia karena rakyatnya taat beragama dan menjauhi/membenci kemaksiatan, sehingga Allah mengaruniakan pemimpin yang baik dan mensejahterakan rakyat.

Semoga suatu saat Indonesia bisa memperoleh keberkahan seperti yang dinikmati Malaysia hari ini.

Sedikit catatan kecil dari perjalanan di negari jiran ini semoga menjadi ibrah bagi kita semua.

Malaysia, 20 Februari 2012

 Agus Jamhari

Facebook

http://news.ycombinator.com/item?id=3883268

http://ryanleecarson.tumblr.com/post/21708810513/4-day-week

We work a 4-day week and just raised $4.75m

I think there’s something messed up about the startup culture in the USA. The belief is that you have to work 6-7 days a week and spend all your mental cycles on your company. Nothing but pledging your soul to your startup yields success, right?

Not in my experience.

We work a 4-day week at Treehouse and here’s what we’ve been fortunate to achieve:

Profitability (yay!)
$3,000,000+ yearly revenue run rate (and growing fast)
Grown the Team to 34 full-time people and hiring at least 10 more as soon as possible
World’s best investors, including Kevin Rose, Reid Hoffman, David Sze (Greylock), Chamath Palihapitiya (Social+Capital) and Mark Suster (GRP)
Coverage in the NYTimes, Wall Street Journal, MIT Tech Review and more
A $4,750,000 A-round investment
An unbelievable company culture where we’re all insanely excited to tackle our Mission

We work a 4-day week (M-Th, 9-6) because we think that information work isn’t like manufacturing. Another hour at the MacBook won’t yield another $1,000 in profit. We believe that smart folks can get five days of work done in four days. Simple as that.

There are so many benefits to working less it’s hard to list them all, but here are the major ones:

Recruiting is easy (we still pay full salaries and offer a very generous benefits package).
Retention is easier. One of the Team told me he regularly gets emails from Facebook trying to win him over and his answer is always the same: “Do you work a 4-day week yet?”
Morale is boosted. On Mondays everyone is fresh and excited - not jaded from working over the weekend.
I get to spend 50% more time with my kids then almost all other dads (three days versus two). Fifty percent. It’s insane. For those on the Team without kids, they get to spend this extra 50% on their hobbies or loved ones. (Hat tip to its_so_on for correcting my math and making it even more awesome :D)

A lot of the teams that are working 6-7 days a week are young without families. I’m 34 and I have two kids. I’m not willing to sacrifice my family and health for my company, even if they are. The great thing is that I don’t think anyone does.

So if we can achieve profitability, grow quickly and raise large amounts of capital, all while working 4-days a week, shouldn’t you consider it at your startup?

Bikin sekolah untuk cari duit
http://www.pbs.org/wgbh/pages/frontline/collegeinc/

http://yourlogicalfallacyis.com/

http://www.csua.berkeley.edu/~ranga/humor/500_mile_email.txt

To: 0xdeadbeef@petting-zoo.net
Subject: The case of the 500-mile email.
Date: Tue, 26 Nov 2002 14:57:40 -0800

Here's a problem that *sounded* impossible... I almost regret posting
the story to a wide audience, because it makes a great tale over
drinks at a conference. :-) The story is slightly altered in order to
protect the guilty, elide over irrelevant and boring details, and
generally make the whole thing more entertaining.

I was working in a job running the campus email system some years ago
when I got a call from the chairman of the statistics department.

"We're having a problem sending email out of the department."

"What's the problem?" I asked.

"We can't send mail more than 500 miles," the chairman explained.

I choked on my latte. "Come again?"

"We can't send mail farther than 500 miles from here," he repeated.
"A little bit more, actually. Call it 520 miles. But no farther."

"Um... Email really doesn't work that way, generally," I said, trying
to keep panic out of my voice. One doesn't display panic when
speaking to a department chairman, even of a relatively impoverished
department like statistics. "What makes you think you can't send mail
more than 500 miles?"

"It's not what I *think*," the chairman replied testily. "You see,
when we first noticed this happening, a few days ago--"

"You waited a few DAYS?" I interrupted, a tremor tinging my voice.
"And you couldn't send email this whole time?"

"We could send email. Just not more than--"

"--500 miles, yes," I finished for him, "I got that. But why didn't
you call earlier?"

"Well, we hadn't collected enough data to be sure of what was going on
until just now." Right. This is the chairman of
*statistics*. "Anyway, I asked one of the geostatisticians to look
into it--"

"Geostatisticians..."

"--yes, and she's produced a map showing the radius within which we
can send email to be slightly more than 500 miles. There are a number
of destinations within that radius that we can't reach, either, or
reach sporadically, but we can never email farther than this radius."

"I see," I said, and put my head in my hands. "When did this start?
A few days ago, you said, but did anything change in your systems at
that time?"

"Well, the consultant came in and patched our server and rebooted it.
But I called him, and he said he didn't touch the mail system."

"Okay, let me take a look, and I'll call you back," I said, scarcely
believing that I was playing along. It wasn't April Fool's Day. I
tried to remember if someone owed me a practical joke.

I logged into their department's server, and sent a few test mails.
This was in the Research Triangle of North Carolina, and a test mail
to my own account was delivered without a hitch. Ditto for one sent
to Richmond, and Atlanta, and Washington. Another to Princeton (400
miles) worked.

But then I tried to send an email to Memphis (600 miles). It failed.
Boston, failed. Detroit, failed. I got out my address book and
started trying to narrow this down. New York (420 miles) worked, but
Providence (580 miles) failed.

I was beginning to wonder if I had lost my sanity. I tried emailing a
friend who lived in North Carolina, but whose ISP was in Seattle.
Thankfully, it failed. If the problem had had to do with the
geography of the human recipient and not his mail server, I think I
would have broken down in tears.

Having established that -- unbelievably -- the problem as reported was
true, and repeatable, I took a look at the sendmail.cf file. It
looked fairly normal. In fact, it looked familiar.

I diffed it against the sendmail.cf in my home directory. It hadn't
been altered -- it was a sendmail.cf I had written. And I was fairly
certain I hadn't enabled the "FAIL_MAIL_OVER_500_MILES" option. At a
loss, I telnetted into the SMTP port. The server happily responded
with a SunOS sendmail banner.

Wait a minute... a SunOS sendmail banner? At the time, Sun was still
shipping Sendmail 5 with its operating system, even though Sendmail 8
was fairly mature. Being a good system administrator, I had
standardized on Sendmail 8. And also being a good system
administrator, I had written a sendmail.cf that used the nice long
self-documenting option and variable names available in Sendmail 8
rather than the cryptic punctuation-mark codes that had been used in
Sendmail 5.

The pieces fell into place, all at once, and I again choked on the
dregs of my now-cold latte. When the consultant had "patched the
server," he had apparently upgraded the version of SunOS, and in so
doing *downgraded* Sendmail. The upgrade helpfully left the
sendmail.cf alone, even though it was now the wrong version.

It so happens that Sendmail 5 -- at least, the version that Sun
shipped, which had some tweaks -- could deal with the Sendmail 8
sendmail.cf, as most of the rules had at that point remained
unaltered. But the new long configuration options -- those it saw as
junk, and skipped. And the sendmail binary had no defaults compiled
in for most of these, so, finding no suitable settings in the
sendmail.cf file, they were set to zero.

One of the settings that was set to zero was the timeout to connect to
the remote SMTP server. Some experimentation established that on this
particular machine with its typical load, a zero timeout would abort a
connect call in slightly over three milliseconds.

An odd feature of our campus network at the time was that it was 100%
switched. An outgoing packet wouldn't incur a router delay until
hitting the POP and reaching a router on the far side. So time to
connect to a lightly-loaded remote host on a nearby network would
actually largely be governed by the speed of light distance to the
destination rather than by incidental router delays.

Feeling slightly giddy, I typed into my shell:

$ units
1311 units, 63 prefixes

You have: 3 millilightseconds
You want: miles
* 558.84719
/ 0.0017893979

"500 miles, or a little bit more."

Trey Harris

http://bahasa.doingbusiness.org/~/media/FPDKM/Doing%20Business/Documents...

http://www.fitb.itb.ac.id/streaming/index.php?id=9

http://www.npr.org/blogs/krulwich/2012/05/04/152011840/who-killed-mens-h...

Who Killed Men's Hats? Think Of A Three Letter Word Beginning With 'I'

12:04 pm

May 4, 2012

Twitter (122)
Facebook (3641)
E-mail
Share
Print
Comments (107)
Recommend (102)

by Robert Krulwich

A hundred years ago — and that's when this picture was taken, in 1912 — men didn't leave home without a hat. Boys wore caps. This is a socialist political rally in Union Square in Manhattan. There may be a bare head or two in this crowd, but I think those heads are women's.
Socialists in Union Square, New York, May 1912
The Library of Congress/via flickr

Here's another rally, Union Square again. This time it's an Occupy Wall Street demonstration. A hundred years have passed. Same place. Same kind of crowd. But this time: hardly a hat.
An Occupy Wall Street gathering in Union Square, Nov. 17, 2011.
Allison Joyce/Getty Images

Flip back one more time. We're back, I think, in Union Square, with Emma Goldman arriving by car. She's another socialist (this isn't an essay about lefties, it's about hats) and there she is, the only woman in a sea of men wearing a sea of hats.
Emma Goldman at Union Square, 1916
Wikimedia Commons

So what happened? Why did guys stop wearing headgear in midcentury America?

The turning point, most people say, was John F. Kennedy's inauguration. Before Kennedy, all presidents wore top hats on their first day at work. Kennedy brought one, but hardly ever put it on. Fashionistas say Kennedy, one of our most charismatic presidents, made hats un-happen. And, chronologically speaking, after JFK, guys everywhere, even balding ones like astronaut John Glenn, went topless.
Astronaut John Glenn, left, and President John F. Kennedy, center, inspect the Friendship 7 Mercury capsule on Feb. 23, 1962, which Glenn rode in orbit. At right is Vice President Lyndon B. Johnson.
AP

Astronaut John Glenn, left, and President John F. Kennedy, center, inspect the Friendship 7 Mercury capsule on Feb. 23, 1962, which Glenn rode in orbit. At right is Vice President Lyndon B. Johnson.

But I am the son of a hat designer. And my father, Allen S. Krulwich, had a different explanation. The president who de-hatted America, he thought, was Dwight Eisenhower.

Here's my dad's logic.

In the 1950s — and this was one of Ike's grand accomplishments — he built a vast highway system across America. Interstates went up everywhere. Cities extended roads, turnpikes, highways, and suburbs appeared around every major city. People, instead of taking a bus, a tram, a train to work, could hop into their new Chevy or Ford and drive.

Before Eisenhower, many more people used public transportation. After Eisenhower, they used a car. That, my father thinks, created the critical Head-To-Roof Difference.

A person of average height standing in a bus, tram or subway car has, roughly, three feet between the top of his head and the roof.
Man on train
Robert Krulwich/NPR

If he chooses to wear a hat, (which depending on the hat can extend his height 3 to 18 inches), there is still lots of room above him. So he keeps his hat on.

Now imagine the same person, sitting in the drivers' seat of his car. The Head-To-Roof distance is much narrower, so narrow that to stay comfortable, a man would feel it proper to remove his hat.
Man in car
Robert Krulwich/NPR

Until cars became the dominant mode of personal transport, there was no architectural reason to take your hat off between home and office. With Dwight Eisenhower's interstate highway system came cars, and cars made hats inconvenient, and for the first time men, crunched by the low ceilings in their automobiles, experimented with hat-removal, and got to like it.

Yes, there may have been other motivations; Kennedy had great hair; so did the Beatles, fashion was changing wildly at the time, but if we are looking for a president to blame — and my father, whose business suffered in the 1960s and 1970s — wanted to blame someone, I'm going to stand with him: I blame Ike, because Ike built the highways that created the cars that lowered the roofs that crushed the hats that changed the fashion that ruined the business that supported the Krulwiches.

Hello group,

At ESC it was announced that commercial licenses for FreeRTOS+CLI and
FreeRTOS+IO are available at zero cost (free) when the products are used
on NXP microcontrollers...

http://www.prweb.com/releases/2012/3/prweb9349020.htm

...so I have tried to collect a few LPC related FreeRTOS resources into
a single location as an LPCWare.com project page. This can be viewed here:

http://www.lpcware.com/content/project/freertos-nxp-m0-m3-and-m4-mcus

Regards,
Richard.

------------------------------------

Yahoo! Groups Links

http://www.seekomega.com/2009/06/how-collaborative-networks-will-replace...

The Future of Collaborative Networks
by Guest Editor - Jun. 05, 2009Comments (22)
Related Blog Posts

Aaron Fulkerson is co-founder and CEO of MindTouch, which has grown from a small open source project into a very popular collaboration platform that enables users to connect and customize enterprise systems, social tools and web services. With millions of users, MindTouch is deployed by many large companies, including Microsoft, Fujitsu, Siemens, Intel, The Washington Post, and others. We asked Aaron for a short series of guest posts here on OStatic, on the topic of where collaborative networks are headed. You'll find his first post here.

The Future of Collaborative Networks
By Aaron Fulkerson, Co-Founder and CEO, MindTouch
Enterprise software has been on a roller coaster of innovation in recent years. This has primarily been driven by innovations in user experience that started in the consumer web space and then seeped into the enterprise. This new class of enterprise software, dubbed social business software, intends to create enterprise social networks and deliver new social tools for creating conversations and providing one to one interactions.
Vendors of this social software have repurposed social media tools from the consumer web by wrapping them in an enterprise message. Suddenly social networks, social bookmarking, forums, blogs, video sharing and microblogging are the new path to productivity. Alas, it has become all too clear that individually these applications have not delivered for the enterprise in a meaningful way. As a result the industry has seen a bevy of enterprise social software suite vendors returning to the 1990s with product development that is driven by feature checklists.
"Social profiles: check. Friending: check. Blogs: check. Tagging: check...." This approach to software development does not work. The resulting application suites are monolithic, inflexible, not extensible, expensive to scale and are invariably difficult, if not impossible, to integrate with other enterprise technologies. This class of software forces business users to adopt the myopic social visions imagined by the developers, which are nearly identical to their corresponding consumer web implementations. In short, social software is not solving business problems. In fact, these applications only serve to treat symptoms of the problems businesses face. They exacerbate the real problems within businesses by creating distractions and, worse, proliferate more disconnected data and application silos.
Rather than focusing on socialization, one to one interactions and individual enrichment, businesses must be concerned with creating an information fabric within their organizations. This information fabric is a federation of content from the multiplicity of data and application silos utilized on a daily basis; such as, ERP, CRM, file servers, email, databases, web-services infrastructures, etc. When you make this information fabric easy to edit between groups of individuals in a dynamic, secure, governed and real-time manner, it creates a Collaborative Network.
This is very different from social networks or social software, which is focused entirely on enabling conversations. Collaborative Networks are focused on groups accessing and organizing data into actionable formats that enable decision making, collaboration and reuse. Collaborative Networks will increasingly be critically important to business and organizations by helping to establish a culture of innovation and by delivering operational excellence. Compare the consumer-oriented social networking benefits on the left below, with the group/business oriented ones on the right:
Social Networks' Characteristics Collaborative Networks' Characteristics
One to one Group to group
Social interaction centered Objective and content centered
Achieving personal objectives Achieving group objectives
Individual enrichment Operational excellence
Results immeasurable Results measurable
Businesses deploying Collaborative Networks will be at a distinct advantage in their markets. That said, social software products do serve a purpose. They have clearly been wildly popular with the media and analysts. Indeed, most of us value social media tools in our personal and professional lives for aiding us in connecting with friends and colleagues as well as more easily disseminating information. Social media technologies have been revolutionary in the consumer web space and are useful in creating engaging online communities. However, isolated pockets of socialization within business bring little value to the organization as a whole. Businesses have far different problems to solve than those addressed by social software. Compare the social software missives on the left below with the group/collaborative-oriented ones on the right:
Social Networks Solve Collaborative Networks Solve
Who wants to meet at the club? Who can give me access to financials, market reports and customer profiling?
What's your favorite Mexican restaurant? What are the expectations of this project?
Why did they unfollow me? Why did we see a drop in Q3 revenue?
Dude, where is the company picnic? I thought we already did this work, where are those documents?
How was "Casablanca"? How do we cut costs and increase revenue?

Now the big question is, how do you implement a Collaborative Network? What are strategies and best practices? What technologies and design patterns are best suited? What are real world enterprise success stories? And how do you measure success? I am going to address these questions in a series of posts with technical insights and case studies. Suffice to say, Collaborative Networks in the enterprise will undoubtedly be as indispensable as e-mail and telephones are to us today.

http://www.creativitypost.com/create/how_geniuses_think

Synopsis

Thumbnail descriptions of the thinking strategies commonly used by creative geniuses.

How do geniuses come up with ideas? What is common to the thinking style that produced "Mona Lisa," as well as the one that spawned the theory of relativity? What characterizes the thinking strategies of the Einsteins, Edisons, daVincis, Darwins, Picassos, Michelangelos, Galileos, Freuds, and Mozarts of history? What can we learn from them?

For years, scholars and researchers have tried to study genius by giving its vital statistics, as if piles of data somehow illuminated genius. In his 1904 study of genius, Havelock Ellis noted that most geniuses are fathered by men older than 30; had mothers younger than 25 and were usually sickly as children. Other scholars reported that many were celibate (Descartes), others were fatherless (Dickens) or motherless (Darwin). In the end, the piles of data illuminated nothing.

Academics also tried to measure the links between intelligence and genius. But intelligence is not enough. Marilyn vos Savant, whose IQ of 228 is the highest ever recorded, has not exactly contributed much to science or art. She is, instead, a question-and-answer columnist for Parade magazine. Run-of-the-mill physicists have IQs much higher than Nobel Prize winner Richard Feynman, who many acknowledge to be the last great American genius (his IQ was a merely respectable 122).

Genius is not about scoring 1600 on the SATs, mastering fourteen languages at the age of seven, finishing Mensa exercises in record time, having an extraordinarily high I.Q., or even about being smart. After considerable debate initiated by J. P. Guilford, a leading psychologist who called for a scientific focus on creativity in the sixties, psychologists reached the conclusion that creativity is not the same as intelligence. An individual can be far more creative than he or she is intelligent, or far more intelligent than creative.

Most people of average intelligence, given data or some problem, can figure out the expected conventional response. For example, when asked, "What is one-half of 13?" most of us immediately answer six and one-half. You probably reached the answer in a few seconds and then turned your attention back to the text.

Typically, we think reproductively, that is on the basis of similar problems encountered in the past. When confronted with problems, we fixate on something in our past that has worked before. We ask, "What have I been taught in life, education or work on how to solve the problem?" Then we analytically select the most promising approach based on past experiences, excluding all other approaches, and work within a clearly defined direction towards the solution of the problem. Because of the soundness of the steps based on past experiences, we become arrogantly certain of the correctness of our conclusion.

In contrast, geniuses think productively, not reproductively. When confronted with a problem, they ask "How many different ways can I look at it?", "How can I rethink the way I see it?", and "How many different ways can I solve it?" instead of "What have I been taught by someone else on how to solve this?" They tend to come up with many different responses, some of which are unconventional and possibly unique. A productive thinker would say that there are many different ways to express "thirteen" and many different ways to halve something. Following are some examples.
6.5
13 = 1 and 3
THIR TEEN = 4
XIII = 11 and 2
XIII = 8
(Note: As you can see, in addition to six and one half, by expressing 13 in different ways and halving it in different ways, one could say one-half of thirteen is 6.5, or 1 and 3, or 4, or 11 and 2, or 8, and so on.)With productive thinking, one generates as many alternative approaches as one can. You consider the least obvious as well as the most likely approaches. It is the willingness to explore all approaches that is important, even after one has found a promising one. Einstein was once asked what the difference was between him and the average person. He said that if you asked the average person to find a needle in the haystack, the person would stop when he or she found a needle. He, on the other hand, would tear through the entire haystack looking for all the possible needles.)

How do creative geniuses generate so many alternatives and conjectures? Why are so many of their ideas so rich and varied? How do they produce the "blind" variations that lead to the original and novel? A growing cadre of scholars are offering evidence that one can characterize the way geniuses think. By studying the notebooks, correspondence, conversations and ideas of the world's greatest thinkers, they have teased out particular common thinking strategies and styles of thought that enabled geniuses to generate a prodigious variety of novel and original ideas.

STRATEGIES

Following are thumbnail descriptions of strategies that are common to the thinking styles of creative geniuses in science, art and industry throughout history.

GENIUSES LOOK AT PROBLEMS IN MANY DIFFERENT WAYS. Genius often comes from finding a new perspective that no one else has taken. Leonardo da Vinci believed that to gain knowledge about the form of problems, you begin by learning how to restructure it in many different ways. He felt the first way he looked at a problem was too biased toward his usual way of seeing things. He would restructure his problem by looking at it from one perspective and move to another perspective and still another. With each move, his understanding would deepen and he would begin to understand the essence of the problem. Einstein's theory of relativity is, in essence, a description of the interaction between different perspectives. Freud's analytical methods were designed to find details that did not fit with traditional perspectives in order to find a completely new point of view.

In order to creatively solve a problem, the thinker must abandon the initial approach that stems from past experience and re-conceptualize the problem. By not settling with one perspective, geniuses do not merely solve existing problems, like inventing an environmentally-friendly fuel. They identify new ones. It does not take a genius to analyze dreams; it required Freud to ask in the first place what meaning dreams carry from our psyche.

GENIUSES MAKE THEIR THOUGHTS VISIBLE. The explosion of creativity in the Renaissance was intimately tied to the recording and conveying of a vast knowledge in a parallel language; a language of drawings, graphs and diagrams — as, for instance, in the renowned diagrams of daVinci and Galileo. Galileo revolutionized science by making his thought visible with diagrams, maps, and drawings while his contemporaries used conventional mathematical and verbal approaches.

Once geniuses obtain a certain minimal verbal facility, they seem to develop a skill in visual and spatial abilities which give them the flexibility to display information in different ways. When Einstein had thought through a problem, he always found it necessary to formulate his subject in as many different ways as possible, including diagrammatically. He had a very visual mind. He thought in terms of visual and spatial forms, rather than thinking along purely mathematical or verbal lines of reasoning. In fact, he believed that words and numbers, as they are written or spoken, did not play a significant role in his thinking process.

GENIUSES PRODUCE. A distinguishing characteristic of genius is immense productivity. Thomas Edison held 1,093 patents, still the record. He guaranteed productivity by giving himself and his assistants idea quotas. His own personal quota was one minor invention every 10 days and a major invention every six months. Bach wrote a cantata every week, even when he was sick or exhausted. Mozart produced more than six hundred pieces of music. Einstein is best known for his paper on relativity, but he published 248 other papers. T. S. Elliot's numerous drafts of "The Waste Land" constitute a jumble of good and bad passages that eventually was turned into a masterpiece. In a study of 2,036 scientists throughout history, Dean Kean Simonton of the University of California, Davis found that the most respected produced not only great works, but also more "bad" ones. Out of their massive quantity of work came quality. Geniuses produce. Period.

GENIUSES MAKE NOVEL COMBINATIONS. Dean Keith Simonton, in his 1989 book Scientific Genius suggests that geniuses are geniuses because they form more novel combinations than the merely talented. His theory has etymology behind it: cogito — "I think — originally connoted "shake together": intelligo the root of "intelligence" means to "select among." This is a clear early intuition about the utility of permitting ideas and thoughts to randomly combine with each other and the utility of selecting from the many the few to retain. Like the highly playful child with a pailful of Legos, a genius is constantly combining and recombining ideas, images and thoughts into different combinations in their conscious and subconscious minds. Consider Einstein's equation, E=mc2. Einstein did not invent the concepts of energy, mass, or speed of light. Rather, by combining these concepts in a novel way, he was able to look at the same world as everyone else and see something different. The laws of heredity on which the modern science of genetics is based are the results of Gregor Mendel who combined mathematics and biology to create a new science.

GENIUSES FORCE RELATIONSHIPS. If one particular style of thought stands out about creative genius, it is the ability to make juxtapositions between dissimilar subjects. Call it a facility to connect the unconnected that enables them to see things to which others are blind. Leonardo daVinci forced a relationship between the sound of a bell and a stone hitting water. This enabled him to make the connection that sound travels in waves. In 1865, F. A. Kekule' intuited the shape of the ring-like benzene molecule by forcing a relationship with a dream of a snake biting its tail. Samuel Morse was stumped trying to figure out how to produce a telegraphic signal b enough to be received coast to coast. One day he saw tied horses being exchanged at a relay station and forced a connection between relay stations for horses and b signals. The solution was to give the traveling signal periodic boosts of power. Nickla Tesla forced a connection between the setting sun and a motor that made the AC motor possible by having the motor's magnetic field rotate inside the motor just as the sun (from our perspective) rotates.

GENIUSES THINK IN OPPOSITES. Physicist and philosopher David Bohm believed geniuses were able to think different thoughts because they could tolerate ambivalence between opposites or two incompatible subjects. Dr. Albert Rothenberg, a noted researcher on the creative process, identified this ability in a wide variety of geniuses including Einstein, Mozart, Edison, Pasteur, Joseph Conrad, and Picasso in his 1990 book The Emerging Goddess: The Creative Process in Art, Science and Other Fields. Physicist Niels Bohr believed that if you held opposites together, then you suspend your thought and your mind moves to a new level. The suspension of thought allows an intelligence beyond thought to act and create a new form. The swirling of opposites creates the conditions for a new point of view to bubble freely from your mind. Bohr's ability to imagine light as both a particle and a wave led to his conception of the principle of complementarity. Thomas Edison's invention of a practical system of lighting involved combining wiring in parallel circuits with high resistance filaments in his bulbs, two things that were not considered possible by conventional thinkers, in fact were not considered at all because of an assumed incompatibility. Because Edison could tolerate the ambivalence between two incompatible things, he could see the relationship that led to his breakthrough.

GENIUSES THINK METAPHORICALLY. Aristotle considered metaphor a sign of genius, believing that the individual who had the capacity to perceive resemblances between two separate areas of existence and link them together was a person of special gifts. If unlike things are really alike in some ways, perhaps, they are so in others. Alexander Graham Bell observed the comparison between the inner workings of the ear and the movement of a stout piece of membrane to move steel and conceived the telephone. Thomas Edison invented the phonograph, in one day, after developing an analogy between a toy funnel and the motions of a paper man and sound vibrations. Underwater construction was made possible by observing how shipworms tunnel into timber by first constructing tubes. Einstein derived and explained many of his abstract principles by drawing analogies with everyday occurrences such as rowing a boat or standing on a platform while a train passed by.

GENIUSES PREPARE THEMSELVES FOR CHANCE. Whenever we attempt to do something and fail, we end up doing something else. As simplistic as this statement may seem, it is the first principle of creative accident. We may ask ourselves why we have failed to do what we intended, and this is the reasonable, expected thing to do. But the creative accident provokes a different question: What have we done? Answering that question in a novel, unexpected way is the essential creative act. It is not luck, but creative insight of the highest order. Alexander Fleming was not the first physician to notice the mold formed on an exposed culture while studying deadly bacteria. A less gifted physician would have trashed this seemingly irrelevant event but Fleming noted it as "interesting" and wondered if it had potential. This "interesting" observation led to penicillin which has saved millions of lives. Thomas Edison, while pondering how to make a carbon filament, was mindlessly toying with a piece of putty, turning and twisting it in his fingers, when he looked down at his hands, the answer hit him between the eyes: twist the carbon, like rope. B. F. Skinner emphasized a first principle of scientific methodologists: when you find something interesting, drop everything else and study it. Too many fail to answer opportunity's knock at the door because they have to finish some preconceived plan. Creative geniuses do not wait for the gifts of chance; instead, they actively seek the accidental discovery.

SUMMARY

Recognizing the common thinking strategies of creative geniuses and applying them will make you more creative in your work and personal life. Creative geniuses are geniuses because they know "how" to think, instead of "what" to think. Sociologist Harriet Zuckerman published an interesting study of the Nobel Prize winners who were living in the United States in 1977. She discovered that six of Enrico Fermi's students won the prize. Ernst Lawrence and Niels Bohr each had four. J. J. Thompson and Ernest Rutherford between them trained seventeen Nobel laureates. This was no accident. It is obvious that these Nobel laureates were not only creative in their own right, but were also able to teach others how to think creatively.

Bagi yang belum mengetahuinya, ini PETISI yang dibuat oleh Gadis Arivia (UI):

PETISI MEMPERTAHANKAN OTONOMI-INDEPENDENSI KAMPUS

Salam Independensi UI!

Reformasi saat ini telah mati di universitas negeri khususnya di tujuh PT
BHMN—Universitas Indonesia (UI), Institut Teknologi Bandung (ITB),
Universitas Gadjah Mada (UGM), Institut Pertanian Bogor (IPB), Universitas
Pendidikan Indonesia (UPI), Universitas Airlangga (Unair), dan Universitas
Sumatera Utara (USU). Ketujuh PT BHMN yang sejak tahun 2002 secara
bertahap telah mendapatkan status universitas yang otonom kini hendak
diambil alih kemandiriannya oleh pemerintah.

Sungguh ironis memang, perjuangan oleh sejumlah guru besar UI yang digagas
tahun 1999 kini harus kandas di tangan Rektor UI sendiri yang telah
diam-diam menyetujui UI menjadi SATKER Kemendikbud.

Padahal tujuan para dosen senior UI untuk memperjuangkan otonomi saat itu
sangat beralasan karena ingin meningkatkan prestasi perguruan tinggi di
Indonesia; yaitu mampu mengantisipasi tantangan global, bersaing secara
internasional, dan diharapkan menjadi perguruan tinggi kelas dunia.
Berbagai penelitian menunjukkan bahwa otonomi adalah jalan satu-satunya
untuk membuat universitas menjadi akuntabel, aksesibel , bebas dan
bertanggungjawab. Empat elemen inilah yang menjamin ditegakkannya hakekat
pendidikan ,yakni, pendidikan yang dipersembahkan untuk kepentingan rakyat
bukan penguasa negara. Berbagai penelitian juga menunjukkan bahwa dunia
kini beranjak ke otonomi kampus demi kemajuan ilmu. Namun sungguh
disayangkan UI bukan bergerak maju akan tetapi justeru mundur.

Konsep otonomi sebenarnya sudah ada sejak Prof. Dr. Mr. Soepomo, presiden
ke-2 Universitas Indonesia pada tahun 1951-1954, yang menegaskan untuk
tidak menginginkan campur tangan pemerintah dalam pendidikan tinggi dan
mengutarakan pernyataan sebagai berikut:

“Sifat dan fungsi perguruan tinggi di dalam negara dan masyarakat memang
tidak memperkenankan suatu bentuk organisasi yang menempatkan Universitet
hanya sebagai suatu jawatan belaka di bawah administrasi Kementerian
Pendidikan, Pengajaran dan Kebudayaan. Susunan demikian hanya dengan
sendirinya akan menyerahkan Universitet kepada formalisme birokrasi dari
suatu Kementerian, akan membinasakan semangat akademi dan menghalang
perkembangan kehidupan Universitet".

Masa otonomi yang telah ditiupkan semangatnya oleh para pendiri UI sempat
dirampas pada masa Orde Baru. Hal ini terjadi karena adanya protes
mahasiswa terhadap penindasan yang dilakukan pemerintahan Orde Baru.
Pemerintah Orde Baru merasa kampus memberikan terlalu banyak kebebasan
berpikir sehingga mahasiswa membuat gerakan-gerakan politik yang menentang
pemerintah. Atas dasar pemikiran tersebut, pemerintah memberlakukan konsep
Normalisasi Kehidupan Kampus/Badan Koordinasi Kemahasiswaan (NKK/BKK)
secara paksa. Konsep ini menjauhkan mahasiswa dari aktivitas politik dan
kepedulian sosial. Kampus dilumpuhkan dari pemikiran-pemikiran kritis dan
pemerintah memastikan pengontrolan terhadap kehidupan kampus, manajemen
pendidikan tersentralisir dengan sikap otoriter pemerintah pusat yang
kuat.

Kini, sejarah represif pemerintah akan terulang lagi dengan mengambil alih
otonomi kampus di Indonesia. Pada tanggal 12 April 2012 telah terbit
Perpres No.43 dan No.44 yang mengharuskan UPI dan ITB diselenggarakan
sepenuhnya oleh pemerintah. Jelas-jelas Perpres ini tidak mengandung
“spirit” Reformasi dan memaksakan “state controlled” bukan “state
regulated”.

Apa yang hendak dilakukan oleh pemerintah adalah mengambil alih sepenuhnya
dan meniadakan kebebasan universitas di negeri ini.

Melihat gelagat pemaksaan mengembalikan universitas ke masa Orde Baru,
maka kami para Guru Besar, staf pengajar dan mahasiswa Universitas
Indonesia berpendapat bahwa agar sebuah perguruan tinggi mampu bersaing di
fora global, sejatinya sebuah Universitas memiliki kebebasan akademik dan
nonakademik, dan bebas dari pengaruh kekuatan politik dan kekuatan
ekonomi. Oleh karena itu, kami berpendapat bahwa Penetapan Universitas
Indonesia sebagai Perguruan Tinggi yang diselenggarakan oleh Pemerintah
harus ditolak karena:

1. UI merupakan aset bangsa yang perlu didorong untuk mencapai puncak
unggulan akademik (apex of excellence) demi daya saing bangsa di kancah
internasional;

2. Sesuai prinsip akademik universal sebagaimana tercantum dalam The Magna
Charta Universitatum, Universitas adalah institusi yang independen yang
berada di tengah masyarakat dan mengedepankan prinsip akutabilitas kepada
stakeholder;

3. Penetapan UI sebagai perguruan tinggi yang diselenggarakan Pemerintah
akan berpotensi menjadikan UI terkooptasi oleh lingkaran pemerintah yang
pada gilirannya akan mengambat kemajuan UI dalam menuju institusi akademik
yang berdaya saing global;

4. Menjadikan UI sebagai satuan kerja di bawah Kementerian Pendidikan dan
Kebudayaan akan menyebabkan UI tidak dapat menjalankan fungsinya sebagai
kekuatan moral yang independen dan terpercaya khususnya dalam menyuarakan
pandangan objektif terkait kinerja Kementerian atau Pemerintah;

5. Menjadikan UI sebagai bagian dari birokrasi Pemerintah akan menghambat
tumbuhnya inovasi dan pemikiran kreatif mengingat budaya kerja birokratif
yang mengedepankan prinsip ketaatan pada peraturan yang telah ada.

Kami menghimbau kepada sivitas akademika untuk mencegah pemerintah
menghilangkan otonomi kampus serta membunuh kebebasan kampus. Jangan
sampai nilai-nilai kebenaran, kejujuran dan keadilan (veritas, probitas,
iustitia) ternodai.

Jakarta, 25 April 2012
Para Guru Besar, Pengajar, Mahasiswa dan Alumni UI

Contact Persons:
Prof. Dr. Chan Basaruddin: HP- 0811997794
Prof. Dr. Akmal Taher: HP- 0811992595
Prof. Dr. Sulistyowati Irianto: HP – 081585009851
Dr. Gadis Arivia: HP- 08176331964

Berikut ini daftar sepeda motor keluaran  tahun 2012 yang menggunakan teknologi injeksi.

Sepeda Motor Honda Injeksi:

• Spacy Helm-In PGM-FI
• Supra X 125 Helm-In PGM-FI
• Supra X 125 PGM F1 CW
• CBR 150 R
• CBR 150 R Repsol
• CBR 250 R ABS
• CBR 250 R STD
• PCX
• Vario Techno PGM-FI

Sepeda Motor Yamaha Injeksi

• varian sport Yamaha Vixion
• varian skutik Yamaha Mio J

Sepeda Motor Suzuki Injeksi

• ]Suzuki Shogun 125 Hyper Injection

http://edukasi.kompas.com/read/2012/02/28/08094149/Kewajiban.Publikasi.K...

DEPOK, KOMPAS.com - Kementerian Pendidikan dan Kebudayaan tampaknya mulai melunak terkait kewajiban publikasi jurnal ilmiah sebagai syarat kelulusan S-1, S-2, dan S-3. Ketentuan itu diedarkan melalui surat Direktorat Jenderal Pendidikan Tinggi pada 27 Januari. Pro dan kontra datang dari kalangan perguruan tinggi. Pernyataan Menteri Pendidikan dan Kebudayaan M Nuh, Senin (27/2/2012), menyiratkan bahwa ketentuan tersebut hanya bersifat dorongan. Nuh mengatakan, surat edaran Ditjen Dikti memang tak memiliki kekuatan hukum.

"Surat edaran Dikti memang tidak ada kekuatan hukum. Tapi kita mendorong ke arah sana," kata Nuh kepada para wartawan di sela-sela Rembuk Nasional Pendidikan dan Kebudayaan (RNPK), di Pusat Pengembangan Tenaga Kependidikan Kemdikbud, Bojongsari, Depok, Senin (27/2/2012).

Akan tetapi, menurutnya, aturan itu berbanding lurus dengan upaya memperbanyak produksi jurnal ilmiah. Nuh mengungkapkan, jurnal ilmiah yang dihasilkan mahasiswa saat ini masih sangat rendah dan tidak sebanding dengan jumlah mahasiswa. Jumlah produksi jurnal ilmiah Indonesia hanya sepertujuh dari jurnal ilmiah yang diterbitkan negara tetangga Malaysia.

Sementara itu, Ketua Majelis Rektor Perguruan Tinggi Negeri (MRPTN) Idrus Paturusi menjelaskan, MRPTN dan Dirjen Dikti telah menyepakati surat edaran itu hanya sebagai dorongan. Ia mengatakan, karena sifatnya hanya dorongan, maka tidak ada sanksi bagi mahasiswa yang tidak menjalankannya.

Artinya, kata dia, mahasiswa yang bersangkutan tetap bisa lulus meski makalahnya gagal diterbitkan dalam jurnal ilmiah.

"Tidak ada sanksi untuk itu. Hanya mendorong agar mahasiswa membuat makalah dan memasukannya ke jurnal. Baik jurnal internal kampus maupun internasional," kata Idrus.

Ia menegaskan, surat edaran itu hanya bersifat dorongan untuk membangun kesadaran menulis. Akan tetapi, predikat kelulusan tetap akan berbeda antara mahasiswa yang berhasil dengan mahasiswa yang gagal melakukan publikasi makalah dalam jurnal ilmiah. Gagalnya publikasi makalah dalam jurnal ilmiah akan berpengaruh pada penilaian akhir.

Seperti diberitakan, Direktur Jenderal Pendidikan Tinggi (Dirjen Dikti) Kemdikbud mengeluarkan surat edaran yang mewajibkan seluruh mahasiswa (S-1, S-2, dan S-3) melakukan publikasi makalah dalam jurnal ilmiah. Alasan utamanya adalah untuk merangsang budaya analisis dan penulisan ilmiah di lingkungan perguruan tinggi.