Developing Civil Servants through Personal Mastery as Strategy in Achieving Good governance

Dwi Rahmawati, S.AP., M.AP


The biggest challenge faced by all organizations, both profit and non-profit, is their attempt to deal with a rapidly changing and complex environment. In standing at the threshold of the 21st Century, a century that will be characterized by competition, it is dominated by those with advanced technological capability, high productivity, modern and efficient transport and communication infrastructure. It will bring the competition that will necessitate highly skilled personnel imbued with initiative. But many organizations are not focusing on employees areas, especially on their weakness. It cannot be denied that any sophisticated owned infrastructure will not operate at its optimum efficiency without quality human resources. Increasing professionalism and responsibility by recruiting quality human resources is at the core of everything. In public organization or government, civil servants should rank highest priority in development because they are at the core of the organization, supporting the system. But in fact, a problem faced by almost all public organizations, regarding civil servants, is the ongoing absence of conducive conditions which would enable continual professional development. Issues relating to civil servants have existed for a long time, but they still make interesting discussion. There are early indications of various problems indicating that governance implementation is not yet clean and respectable. So how do we challenge this situation and realize harmony? Organizations that have discovered that individuals who practice personal mastery are holistic thinkers, can approach difficult situations proactively and solve problems creatively. Here is one of the ways to bring harmony into reality: by personal mastery. The way to develop personal mastery is by starting to fully understand strengths, talents and purpose in life of every person

Keywords: Personal, Mastery, Governance


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