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Structure and process in facilitating community action in Bali

Surata, Sang Putu Kaler (2008). Structure and process in facilitating community action in Bali. Learning Communities: international journal of learning in social contexts,(2):55-66.

Document type: Journal Article
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Title Structure and process in facilitating community action in Bali
Author Surata, Sang Putu Kaler
Journal Name Learning Communities: international journal of learning in social contexts
Publication Date 2008
Issue Number 2
ISSN 1329-1440   (check CDU catalogue open catalogue search in new window)
Start Page 55
End Page 66
Total Pages 12
Place of Publication Darwin, NT, Australia
Publisher Social Partnerships in Learning Research Consortium - Learning Research Group, Charles Darwin University
Field of Research 1301 - Education Systems
1303 - Specialist Studies in Education
1399 - Other Education
HERDC Category C1 - Journal Article (DEST)
Abstract Both the structure of community leadership and organizations, and the processes they undertake in pursuit of a common purpose, can have a positive or limiting role in facilitating working relationships and collective community action. These findings are the result of the exploration of the structure and processes at work in two communities in Bali, referred to as villages A and B. Data were collected through interview and informal conversations with the local leadership figures and many other community members. In village A there is an ‘institution of deliberation’, called Badan Musyawarah (BAMUS) in Indonesian. This institution acts as a bridge between government leadership and community leadership. BAMUS plays an effective role in maintaining the synergy between top down and bottom up approaches and strategies. However, village A faces a ‘problem’ in that the outsiders living in this area are almost equal in number to the indigenous population. This fact highlights the need for developing a strategy to optimize the balance between structure and process in order to integrate the outsiders and insiders in collective action. In village B, there is also an institution of deliberation, however, this institution does not work effectively for the community. The status quo remains because there is no institution that balances the activities and decision-making of government leadership and community leadership. The results suggest that, at this site, there is a tendency for the top down (government leadership) approach not to complement the bottom up (community members) approach. Therefore, it is suggested that it is critical to develop strategies to strengthen both structure and process in facilitating community action.
Additional Notes This article has been extracted from Learning Communities: international journal of learning in social contexts, Issue 2, June 2008
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