Pengertian dan Contoh Noun Clause

Pengertian Noun Clause

• Noun Clause adalah dependent clause yang berfungsi sebagai noun (kata benda).
• Klausa kata benda ini dapat berfungsi sebagai subject maupun object didalam suatu clause atau phrase lain.
• Karena berfungsi sebagai kata benda, maka dapat digantikan dengan pronoun “it“.

Contoh:

• I forgot the fact. (noun)
• I forgot it. (pronoun)
• I forgot that the fact was very important. (noun clause)

• Rumus Noun Clause

  Noun clause dapat diawali oleh noun clause markers berupa question word, if atau whether, dan that. Adapun contoh noun clause pada clause lain beserta detail marker-nya dapat dilihat pada tabel sebagai berikut.
  
  
  

  Marker	Detail	Contoh Noun Clause dalam Kalimat
  Question Word	Question word: what(ever), what (time, kind, day, etc), who(ever), whose, whom(ever), which(ever), where(ever), when(ever), how (long, far, many times, old, etc)	The class listened carefully what the teacher instructed. (Seluruh kelas mendengarkan dengan teliti apa yang guru instruksikan.)
  		The kitten followed wherever the woman went. (Anak kucing mengikuti kemanapun wanita itu pergi.)
  		Many people imagine how many time the man was failed before success. (Banyak orang membayangkan berapa kali pria itu gagal sebelum sukses.)
  if atau whether	biasanya digunakan untuk kalimat jawaban dari pertanyaan yes-no question	Where does Andy live? (Dimana Andy tinggal?)I wonder if he lives in West Jakarta. (Saya pikir dia tinggal di Jakarta Barat.)
  		Is Andy live on Dewi Sartika Street? (Apakah Andy tinggal di jalan Dewi Sartika?)I don’t know if he live on Dewi Sartika Street or not. atau I don’t know whether or not he lives on Dewi Sartika street. (Saya tidak tahu jika dia tinggal di jalan Sartika atau tidak.)
  that	biasanya that-clause untuk mental activity. Berikut daftar verb pada main clause yang biasanya diikuti that-clause:assume, believe, discover, dream, guess, hear, hope, know, learn, notice, predict, prove, realize, suppose, suspect, think	I think that the group will arrive in an hour. (Saya pikir rombongan itu akan tiba dalam satu jam.)
  		Many people proved that the man was a big liar. (Banyak orang membuktikan bahwa pria itu pembohong besar.)

   

  Fungsi Noun Clause

  Berikut adalah contoh kalimat dari setiap fungsi noun clause.
  
  

  Fungsi	Contoh Noun Clause dalam Kalimat
  Subject of a Verb	What she cooked was delicious.
  	That today is his birthday is not right.
  Subject complement	The fact is that she is smart and dilligent.
  	A teacher must be whoever is patient.
  Object of a Verb	Diana believes that her life will be happier.
  	I want to know how Einstein thought.
  Object of a preposition	The girl comes from where many people there live in poverty.
  	He will attend the party with whichever fits to his body.

  
  

  References:

• Using Clauses as Nouns, Adjectives, and Adverbs. http://www.writingcentre.uottawa.ca/hypergrammar/claustyp.html. Accessed on September 30, 2012.
• Noun Clauses. http://faculty.deanza.edu/flemingjohn/stories/storyReader$23. Accessed on September 30, 2012.

Tanggapan : Nah  jadi noun clause adalah suatu kata yang berfungsi sebagai kata benda,dalam kata benda ini dapat dijadikan subjek maupun objek jadi kata ini dapat digantikan dengan kata "it"

 Sumber : http://www.wordsmile.com/noun-clause

Definisi Grammar Menurut Ahli Grammar

Definisi Grammar mungkin sudah banyak dijelaskan di kamus monolingual bahasa Inggris ataupun buku-buku referensi grammar lainnya. Namun begitu, tidak salah juga saya mengutipkan beberapa referensi mengenai defenisi Grammar menurut para ahli. Saking banyaknya ahli grammar di dunia ini, jadi saya hanya mengutipkan beberapa definisi saja biar tidak capek ngetiknya (hehehe) Oke lah kalau begitu, berikut adalah beberapa keterangan mengenai definisi, makna  ataupun pengertian grammar yang diungkapkan oleh beberapa pakar Grammar dunia, Let’s check this out…..

Dalam mengawali buku yang berjudul English Grammar, Jeffrey Coghill and Stacy Magendanz, dua orang pendiri Perpustakaan dan Kampus McNeese State University di Lake Charles, Los Angeles (2003:xvi) mendefinisikan grammar sebagai berikut:

“The grammar of a language is the set of rules that govern its structure. Grammar determines how words are arranged to form meaningful units.”

“Grammar sebuah bahasa adalah satu kumpulan aturan yang menata bagian susunannya. Grammar menentukan bagaimana kata-kata disusun dalam membentuk unit-unit bahasa yang bermakna.”

Sama halnya dengan definisi diatas, Michael Swan (2005:xix), ahli bahasa yang lebih cenderung memperhatikan Bahasa Inggris asli Inggris (British English) mendefinisikan grammar seperti dibawah ini:

“The rules that show how words are combined, arranged or changed to show certain kinds of meaning.”

“Grammar adalah aturan yang menerangkan bagaimana kata digabungkan, disusun atau diubah untuk menunjukkan beberapa jenis makna.”

Selain definisi yang umum seperti diatas, ada beberapa pakar bahasa yang mendefinisikan Grammar dengan gaya yang berbeda seperti Greenbaum dan Leech. Leech et al (1982:3) mendefinisikan grammar sebagai:

“Reference to the mechanism according to which language works when it is used to communicate with other people. …..Grammar is a mechanism for putting words together, but we have said little about sound of meaning.”

"Makna Grammar adalah referensi mekanisme menurut fungsi bahasa ketika digunakan dalam komunikasi dengan orang lain…. Grammar adalah aturan untuk penggabungan kata, ataupun aturan penggabungan bunyi suatu makna ”

Lebih ekstrim lagi, pakar kenamaan tentang Grammar si Greenbaum (1996:25) mengartikan Grammar seperti di bawah ini:

“In the concrete sense of the word grammar, a grammar is a book of one or more volumes. We of course also use grammar for the contents of the book. When we compare grammars for their coverage and accuracy, we are referring to the contents of the book: a grammar is a book on grammar, just as a history is a book on history.”

“Menurut makna konkrit kata Grammar, grammar adalah sebuah buku yang berisi satu volume atau lebih. Kita juga tentu mengartikan grammar sebagai isi sebuah buku. Ketika kita membandingkan grammar dengan bahasan dan kebebenarannya, kita tentu mengacu pada isi dari sebuah buku: jadi Grammar adalah sebuah buku tentang grammar, seperti halnya sejarah adalah sebuah buku tentang sejarah.”

Yah, begitulah sedikit tentang definisi Grammar menurut beberapa pakar Grammar dunia. Mohon maaf jika terjemahannya seadanya.. Anda boleh percaya atau tidak, meskipun definisi Grammar dibilang sedikit dan tidak sulit, nyatanya mempelajar Grammar membutuhkan keikhlasan hati yang sangat dalam hehehe.

Referensi:

Coghill, Jeffrey and Stacy Magendanz. 2003. English Grammar. New York: Wiley Publishing, Inc.

Greenbaum, Sidney. 1996. English Grammar. Oxford University Press.

Leech, Geoffrey et all. 1982. English Grammar for Today. London: The Macmillan Press Ltd.

Swan, Michael. 2005. Practical English Usage: 3^rd Edition. Oxford University Press.

Tanggapan :Definisi Grammar mungkin sudah banyak dijelaskan di kamus monolingual bahasa Inggris ataupun buku-buku referensi grammar lainnya.tapi dari semua definisi menurut para ahli adalah intinya sama grammar adalah sebuah tata olah atau aturan kata-kata yang disusun agar menjadi kalimat yang bermakna atau mengandung makna.

Sumber : http://www.englishindo.com/2011/04/definisi-grammar-menurut-ahli-grammar.html

Sejarah Perjalanan Jokowi

Sejarah Perjalanan hidup Jokowi atau Joko Widodo 
Asal mula nama "Jokowi"

Saya terlahir dengan nama asli Joko Widodo. Tetapi ketika masih aktif menangani bisnis mebel dan punya buyer asal Prancis, Michl Romaknan, ia mengaku bingung. Pasalnya Michl yang membeli mebel dari Jepara, Semarang, dan Surabaya selalu bertemu orang bernama Joko. Eh, begitu di Solo, bertemu saya yang juga disapa Joko. Untuk membedakan dengan Joko-Joko yang lain, ia menyapa saya dengan nama Jokowi. Saya tidak keberatan dengan sapaan itu, malah senang. Seperti ada personal brand tersendiri. Apalagi nama itu terdengar seperti nama petenis dunia, Djokovic. Ha ha ha…Sejak 1991 nama Jokowi saya pakai. Nama yang tertera di kartu nama saya, ya, Jokowi. Bahkan sampai menjadi walikota pun nama saya tetap Jokowi. Penggantian nama itu tanpa membuat tumpengan, lho. Ha ha ha…

Masa Kecil Jokowi

 
Sebenarnya menjadi walikota bukanlah cita-cita masa kecil saya. Waktu kecil saya justru bercita-cita jadi tukang kayu. Bagaimana tidak, saya memang tumbuh di lingkungan tukang kayu. Bapak saya, Noto Mihardjo, seorang penjual kayu dan bambu di bantaran kali Karanganyar, Solo. Jangan membayangkan Bapak saya itu pengusaha kayu besar, ya. Kecil saja usahanya karena cuma penjual kayu gergajian. Jadi bisa dibayangkan tho , saya bukan berasal dari keluarga kaya.

Saya berasal dari keluarga kelas bawah, bahkan bawah sekali. Tumbuh di Bantaran Kali Sebagai keluarga penjual kayu, saya tumbuh menjadi anak yang terbiasa hidup sulit. Kadang sulit makan, mbayar sekolah juga kerap kesulitan biaya. Sayang, rumah masa kecil saya kini sudah digusur, jadi tidak bisa dilihat untuk mengenang seperti apa kehidupan saya dulu. Dan seperti anak kecil pada umumnya, saya juga suka sekali main. Tetapi saya tidak tergolong anak yang nakal. Nglidhig (bandel, Red. ) iya, tapi nakal tidak. Dulu, saya suka mandi di sungai di belakang rumah. Cari telur bebek di dekat-dekat sungai. Kalau enggak dapat, ya, cari terus sampai dapat. Memancing ikan, main layang-layang, main sepak bola, ya, di sepanjang sungai. Dulu sungainya masih lebar, beda dengan sekarang yang sudah banyak dibangun rumah.
 

Masa Sekolah Jokowi 

Oh ya, saya lahir di Solo 21 Juni 1961 sebagai anak sulung dari empat bersaudara. Tiga adik saya perempuan. Karena saya paling besar, saya sering membantu Ibu, Sujiatmi, mengasuh adik-adik. Kadang mengantar mereka sekolah. Kalau mereka ada masalah dengan pekerjaan rumah, saya juga membantu mereka. Bahkan ketika adik-adik beranjak besar, saat ada masalah dengan pacarnya, saya turut membantu memecahkan masalahnya.
Yang pantas saya kenang dan banggakan adalah, nilai sekolah saya selalu bagus. Kalau enggak juara satu, ya, juara umum lah. Padahal belajar saja saya tidak pernah, lho. Masa SMP hingga SMA saya lalui tanpa hal yang istimewa. Di luar jam sekolah saya membantu orangtua, misalnya menagih pembayaran kepada pelanggan yang membeli kayu atau menaikkan kayu yang sudah dibeli orang ke atas gerobak atau becak.

Masa Remaja Jokowi 

Selepas SMA saya meneruskan kuliah ke Jurusan Teknologi Kayu, Fakultas Kehutanan, Universitas Gadjah Mada dan lulus tahun 1985. Saya bisa kuliah atas kebaikan keluarga besar Bapak dan Ibu yang mampu membiayai kuliah. Bahkan Kakek juga ikut membantu dengan menjual sapinya. Intinya, banyak orang membantu saya. Selama kuliah, saya kos di Yogyakarta. Seminggu atau sebulan sekali pulang ke Solo naik bus. Rumah kosnya cari yang murah, karena itu sempat pindah sampai lima kali.

Nah, sejak tingkat satu saya sudah mulai pacaran dengan gadis cantik nan sederhana yang bernama Iriana. Dia teman adik saya yang sering bermain ke rumah, jadi kami sering bertemu. Sejak kenal Iriana, saya tak pernah pindah ke lain hati sampai akhirnya kami menikah pada 24 Desember 1986.

Masa Meniti Karir Bisnis

 
Setelah selesai kuliah pada 1985, saya lalu bekerja di sebuah BUMN di Aceh selama 1,5 tahun. Kemudian saya menikahi Iriana. Kini kami dikaruniai tiga buah hati, Gibran Rakabumi (25), Kahiyang Ayu (21), dan Kaesang Pangarep (17).
Jadi Eksportir Saya memutuskan berhenti kerja dari BUMN dan pulang ke Solo untuk merintis bisnis mebel dengan modal minus. Artinya, saya harus pinjam uang ke bank. Agunannya, sertifikat tanah milik orangtua. Risiko yang harus saya tanggung, jika tidak bisa mengembalikan uang berarti tanah melayang. Tetapi sejak dulu saya orangnya optimis, karena untuk memulai satu pekerjaan modalnya hanya itu. Selain optimis, saya juga menyertainya dengan kerja keras.
Sembilan tahun lamanya saya kerja dari pagi hingga pagi lagi karena merasa tak punya apa-apa. Saya rasa, sebagian besar orang Solo tahu tempat usaha saya dulu seperti apa. Dimulai dari sewa tempat yang terbuat dari gedheg (anyaman bambu, Red. ) kecil. Waktu itu saya baru mampu mempekerjakan tiga tenaga, sehingga mulai dari masah kayu hingga membuat konstruksi dan nyemprot mebel, saya lakukan sendiri. Sampai kini pun, misalnya, saya disuruh membuat mebel dengan mesin yang amat sederhana hingga mesin modern, ya, masih bisa. Urusan marketing pun saya lakukan sendiri. Saya kerja melebihi jam kerja orang lain. Kalau enggak percaya, tanya saja istri saya. Kadang saya sampai tidur di pabrik untuk menyelesaikan pekerjaan. Ini saya lakukan selama sembilan tahun! Buat saya, kesempatannya hanya itu. Kalau tidak saya pergunakan dengan baik, habislah saya. Oh, ya, saat itu saya baru punya satu anak. Karena sering tidur di pabrik, saya jadi jarang membimbing anak belajar atau membantu mengerjakan PR-nya. Tetapi antar-jemput anak ke sekolah masih bisa saya lakukan. Selama itu pula istri menemani saya jatuh bangun merintis bisnis. Dulu, rambutnya sering kotor terkena serbuk gergaji kayu karena dia juga sering menemani saya hingga malam hari di pabrik. Mebel paling awal yang saya buat adalah bedroom set . Dulu jualannya hanya di Solo saja.
Setelah tiga tahun berjalan, saya sudah mulai bisa mengekspor. Perjuangan saya menjadi eksportir dimulai dari menjadi anak angkat Perum Gas Negara. Saya mengenal Perum Gas Negara melalui Desperindag. Saat itu saya diikutkan dalam kualifikasi sehingga bisa mendapatkan “bapak angkat”. Begitulah Tuhan memberi jalan. Awalnya oleh Perum Gas Negara saya dipinjami deposito untuk modal pinjam uang ke bank. Semula saya hanya akan dipinjami Rp 50 juta. Saya bilang, “Maaf, saya ingin bikin ‘nasi’. Kalau cuma dipinjami Rp 50 juta, ‘bubur’ saja tidak akan jadi. Saya tidak mau.” Setelah itu saya tunjukkan rencana kerja saya kepada mereka. Akhirnya mereka percaya dan mau meminjami lebih.
Saat itu tahun 1996, saya berhasil meminjam uang yang kalau sekarang nilainya sekitar Rp 600 juta. Saya diberi target, setelah dua tahun saya harus bisa ekspor. Ternyata baru enam bulan saya sudah mampu mengekspor. Utang pun mampu saya lunasi dalam waktu tiga tahun. Malah tahun berikutnya saya dapat pinjaman lebih besar lagi. Pertama kali menjadi eksportir, tiga bulan saya baru kirim satu kontainer, ha ha ha… Setelah rajin ikut pameran, dalam satu bulan sudah ada permintaan 18 kontainer. Awalnya saya ikut pameran di Jakarta, lalu ke Singapura dan akhirnya ke Eropa, Amerika Eropa Timur, dan Timur Tengah. Rasanya semua benua sudah saya datangi. Pokoknya kalau ada pasar baru, sudah dipastikan saya bisa masuk. Hasilnya, hampir semua negara jadi tujuan ekspor usaha mebel saya. Setelah sampai di skala itu pun saya masih tetap terjun langsung ke lapangan. Saya punya prinsip, selalu menerima order yang masuk. Kalau tak mampu saya tangani, akan saya ‘lempar’ ke teman-teman, tapi tetap saya yang pegang kontrol. Keputusan-keputusan seperti ini memang harus dihitung matang dengan detail plus-minus risikonya. Tak bisa diputuskan di belakang meja, karena bisa keliru.

Menjadi Wali Kota Solo 

 
Nah, sejak saya jadi walikota, bisnis mebel kemudian ditangani adik saya, sebab ketiga anak saya belum ada yang tertarik ke dunia mebel. Si sulung Gibran yang saya sekolahkan di bidang marketing di Singapura dan Australia justru tertarik ke bisnis katering. Walau sedikit kecewa, tapi saya bangga dia berhasi dengan usaha pilihannya. Calon Walikota Di kalangan tukang kayu, nama saya memang dikenal. Tetapi ketika mencalonkan diri sebagai calon walikota, tak ada yang mengenal siapa Jokowi. Jujur, keinginan mencalonkan diri ini tidak datang dari diri pribadi, tapi didorong-dorong teman-teman di Asmindo (Jokowi adalah Ketua Asmindo periode 2002-2005, yang anggotanya para pebisnis kayu dan mebel, Red. ). Merekalah yang meminta saya terjun ke dunia politik. Jadi ketika kemudian benar-benar jadi walikota, bagi saya itu ‘kecelakaan’ karena tidak ada persiapan sama sekali, ha ha ha… Kendati demikian, sebelum akhirnya nyalon saya membuat kalkulasi yang matang. Peta lapangannya saya hitung dan kuasai. Untuk apa nyalon walikota kalau untuk kalah? Saya akhirnya bersedia maju, ya, untuk menang. Hasil kalkulasi saya, kesempatan menang ketika itu 50 persen. Semisal bila hasilnya 30 persen, saya tidak akan mau maju. Saya merasa optimis karena saat itu calon lain banyak-banyakan pasang gambar billboard , sementara saya memilih door to door .
Saya dan Pak Rudy (FX Hadi Rudyatmo, Wakil Walikota Solo sekarang, Red. ) mendatangi sendiri warga dari RT ke RT. Hampir setiap hari seperti itu. Yang kira-kira termasuk ‘pasar’ saya, saya masuki. Saya sodorkan visi-misi saya menjadi walikota. Ketika bertemu warga, saya ajak mereka bicara. Dari sini saya tahu apakah orang itu mendukung saya atau tidak. Kepada warga pula, ketika itu saya menawarkan tiga hal. Yakni soal perbaikan kesehatan, pendidikan, dan penataan kota. Saya memang merasa penataan Kota Solo semrawut, tidak rapi dan tertata. Kawasan kumuh ada di semua titik. Pedagang kaki lima bertebaran di mana-mana sehingga pasar tradisional melimpah ke jalan. Becek, bau dan kotor.

Hobi Mendengarkan Musik Rock

Karier Jokowi sebagai pejabat publik semakin bersinar di masa jabatannya yang kedua (2010-2015). Konsekuensinya, ia semakin sibuk sehingga tak bisa lagi ‘menghilang’ dari Solo selama akhir pekan, sebagaimana dulu rutin ia lakukan. Beruntung, Jokowi punya cara jitu untuk refreshing , yakni nonton konser musik cadas kesukaannya. Ia juga masih berharap bisa ‘ngilang’ setelah tidak menjabat walikota. Mungkinkah itu bisa dilakukan, mengingat banyak pihak menginginkan ia menjadi orang nomor satu di DKI Jakarta? Izinkan saya mengulang sedikit kisah masa remaja saya. Seperti remaja lainnya, saya juga memiliki hobi. Kebetulan hobi saya sejak duduk di SMAN 6 Solo adalah mendengarkan musik rock.
Grup-grup musik rock yang saya suka misalnya Sepultura, Led Zeplin, Deep Purple, Metallica, Palm Desert, Linkink Park, dan Lamb of God. Banyak lah. Mau nyebut 100 grup rock juga bisa, ha ha ha. Intinya grup-grup rock lama, saya suka. Hobi mendengarkan dan nonton pertunjukan musik itu terus berlanjut hingga saya duduk di Fakultas Kehutanan, bahkan sampai sekarang. Bedanya, bila zaman SMA atau kuliah saya hanya bisa memburu nonton konser musik rock di Jogja dan Solo, sekarang saya bisa mengejar nonton sampai ke Jakarta atau Singapura. Hitung-hitung refreshing lah. Masak ngurusi pekerjaan terus, kan, pusing. Kalau bisa pun, saya ingin mengundang grup musik rock ke Solo. Saya ingin nonton pertunjukan mereka bersama masyarakat Solo. Begitu kesengsemnya pada musik rock, dulu saya juga pernah ikut-ikutan memanjangkan rambut hingga sepunggung. Biar keren seperti para pemusik idola saya. Foto masa muda saya yang berambut gondrong juga masih saya simpan. Tapi maaf, ya, saya tidak mau mempublikasikannya kendati sudah banyak media yang meminta. Malu, ah! Sekarang kalau ingat masa-masa gondrong itu, saya suka jadi malu sendiri. Anak sulung saya sempat ikut-ikutan gondrong seperti saya di masa muda. Anehnya, saat melihat dia gondrong, saya kok, jadi jijik, ya, ha ha ha.
Bila ada yang bertanya kenapa saya suka musik rock, ini jawabannya. Musik rock atau musik metal itu memberi semangat. Yang namanya pemimpin, ya, harus seperti itu. Harus berani mendobrak, memberi semangat kepada rakyatnya. Jangan sampai pemimpin lagunya mellow . Bukan berarti saya tidak suka musik klenengan dan keroncong, lho. Saya juga suka. Nyatanya saya sekarang terpilih jadi Pembina Hamkri (Himpunan Artis Musik Keroncong Indonesia) Solo. Tapi koleksi musik saya yang terbanyak, ya, musik rock. Nah, lalu bagaimana gaya pacaran saya dengan ibunya anak-anak? Wah, ya, tidak bisa pacaran ke mana-mana. Paling banter makan bakso yang murah-murah saja. Hidup kami dulu, kan, serba sederhana.

Diplomasi Makan Siang

 Diplomasi Makan Siang Di awal masa jabatan saya yang pertama, masyarakat Solo belum percaya kepada saya. Maklum, sosok saya baru saja mereka kenal. Karena itu saya seringkali saya mengumpulkan masyarakat untuk berdialog guna mendengarkan aspirasi mereka. Untuk dialog semacam itu, saya lebih suka datang sendiri dan tidak mewakilkan staf. Kalau diwakilkan lalu, misalnya, staf saya bermental ABS (asal bapak senang), kan, repot. Bisa keliru ambil keputusan. Awalnya, dialog selalu berjalan alot. Isinya orang marah-marah dan mencaci. Kalau dimasukkan hati, ya, sakit dan membuat pusing. Jadi saya dengarkan dan catat saja apa kemauan mereka. Saya juga punya cara tersendiri untuk berdialog dan menjalin kepercayaan dengan para pedagang kaki lima (PKL) yang akan saya relokasi ke tempat yang lebih baik dan nguwongake (memanusiakan, Red. ) mereka.
Itu semua demi melaksanakan janji saya dalam melakukan penataan kota. Awalnya, mereka saya undang makan siang di rumah dinas saya. Tidak mudah meyakinkan para PKL tentang program penataan kota. Hari ini diajak makan siang, besoknya malah timbul kecurigaan. Spanduk berisi caci-maki bermunculan di depan rumah. Ada yang bertuliskan “Pertahankan sampai titik darah penghabisan!” dan disertai bambu runcing. Saya tidak ambil hati. Malahan saya ajak mereka makan siang lagi. Saya mengerti kekhawatiran mereka yang di masa lalu sering dibohongi pemimpinnya. Mereka takut setelah digusur, tempat lama akan saya jadikan mal. Diplomasi makan siang itu terus saya lakukan hingga jamuan makan yang ke-54, saya melihat sudah saatnya mengatakan bahwa mereka, ratusan pedagang klithikan di Banjarsari itu, akan saya relokasi ke tempat yang baru. Ternyata tidak ada yang membantah. Kenapa saya memakai ‘diplomasi’ makan siang? Setiap kepala daerah di mana pun, kan, punya anggaran untuk menjamu tamu di APBD-nya. Nah, menurut saya yang namanya tamu kepala daerah itu bukan cuma pejabat tinggi. Pedagang kaki lima atau pedagang pasar juga tamu saya, jadi mereka berhak saya jamu makan siang.
Kini apabila saya hendak memindahkan pedagang kaki lima atau pedagang pasar, cukup 3-4 kali makan siang sambil berdialog, semuanya beres. Saya memang tidak mau ada penggusuran dengan tindak kekerasan atau pemukulan seperti di kota lain. Karena itulah, waktu itu saya justru menempatkan kepala satpol perempuan. Kenapa tidak? Saya ingin menunjukkan bahwa perempuan juga bisa jadi komandannya satpol. Meskipun posisi itu baru saja saya ganti laki-laki, he he he. Terhitung ada 23 lokasi PKL yang saya pindahkan ke tempat yang lebih baik. Jujur, saya tidak bisa memenuhi semua keinginan mereka. Misalnya mereka minta pelebaran jalan 9 meter, saya hanya bisa memberi 6 meter. Yang penting ada komunikasi. Agar PKL tidak kehilangan pembeli di tempat yang baru, saya memakai cara unik. Di hari pindahan, saya siapkan 54 truk khusus. Mereka dikirab dengan baju keraton ke pasar yang baru. Ini sebagai cara promosi agar orang tahu ada pasar baru yang buka. Yang terpenting, saya ingin ngowongake mereka. Mengangkat mereka ke level yang lebih baik dengan status yang lebih legal. Ini, kan, dari informal menjadi formal, tho ?
Kini sudah 17 pasar tradisional yang dibangun kembali. Masyarakat itu hanya perlu diajak berkomunikasi. Menurut saya, pemimpin daerah harus mau nungging . Mendengarkan suara akar rumput, mendengarkan penderitaan masyarakatnya. Keluhan masyarakat itu harus dimengerti agar mereka tahu posisi kita ada di mana. Saya pun sadar betul, membangun kepercayaan memang butuh proses. Ini dilihat antara kata dan perbuatan, jangan cuma ngomong doang. Selama tujuh tahun memimpin Solo, bisa dihitung dengan jari berapa kali saya pidato. Saya diberi posisi sebagai walikota untuk bekerja, bukan pidato.
Walikota Teladan (Berkat gaya kepemimpinannya yang aspiratif, Jokowi menang telak atas rivalnya Eddy Wirabhumi-Supradi Kertamenawi pada Pemilukada 2010. Ia pun kembali menjabat sebagai Walikota Solo periode 2010-2015. Sepanjang perbincangan dengan NOVA, Jokowi memperlihatkan slide suasana Kota Solo sebelum dan sesudah ditata olehnya. Bagaimana dulu pedagang pasar tradisional tumpah hingga ke jalan raya. Di bawah komandonya, titik kota yang dulu kumuh itu berhasil dirapikan dan dibangun pasar yang bersih dan tertata. Pedagang harus berjualan di dalam pasar tanpa dipungut bayaran, kecuali retribusi Rp 2.500 per hari. Jokowi juga memperlihatkan kondisi ruangan pelayanan KTP dan ruang tamu di kantornya yang semula “berantakan”, padahal ia harus mendatangkan investor ke kotanya. Ruang tamu untuk para investor dan pelayanan KTP itu lantas ia “sulap” menjadi serupa lobby sebuah bank, ada layar sentuh yang berisi prosedur dan tata-cara berinvestasi. PNS yang melayani para investor ia beri seragam jas biru, bukan busana PNS warna cokelat kakhi. Pelayanan KTP pun dipermudah dan dipercepat.


Menjadi Wali Kota Teladan 

Selama lima tahun kepemimpinannya Jokowi memenuhi janjinya, bukan saja menata kota tetapi juga memutus mata rantai kemiskinan dengan meluncurkan dana untuk biaya pendidikan dan kesehatan. Termasuk program perbaikan gizi anak serta menekan angka kematian ibu dan anak pasca persalinan.
Inovasi itulah yang akhirnya membuahkan penghargaan sebagai Walikota Teladan dari Mendagri pada April 2011) Saya sadar, anak-anak adalah aset masa depan bangsa. Karena itu saya memberikan perhatian khusus kepada anak-anak dari keluarga tidak mampu agar bisa terus sekolah. Menurut saya, satu-satunya yang bisa memutus tali kemiskinan adalah pendidikan. Karena itu saya kemudian menawarkan solusi membuat kartu Bantuan Pendidikan Masyarakat Kota Surakarta (BPMKS) dari jenjang SD hingga SMA. Untuk anak yang memperoleh kartu Platinum, ia akan memperoleh seragam, buku, beasiswa dan sepatu gratis. Sementara pemegang kartu Gold bisa membayar sekolah setengahnya saja. Sementara ini memang hanya berlaku untuk sekolah tertentu karena anggarannya belum cukup, masih diotak-atik. Ada juga pemegang kartu Silver untuk siswa dari keluarga mampu yang bersekolah di Kota Solo pada jenjang SD/MI Negeri serta SMP/MTs Negeri dan jenjang SDLB, SMPLB Negeri dan SMALB Swasta.
Saya juga mengeluarkan kartu Pemeliharaan Kesehatan Masyarakat Surakarta (PKMS). Kartu ini bisa dipakai untuk berobat gratis di 12 rumah sakit dan 17 Puskesmas, termasuk untuk terapi kanker seperti kemoterapi dan cuci darah. Jenisnya sama, Silver dan Gold. Silver untuk yang miskin “ragu-ragu” atau tidak jelas kemiskinannya, Gold untuk masyarakat yang sudah jelas miskin. Kartu PKMS sudah sekitar 4 tahun lalu diluncurkan, sementara kartu BPMKS baru dua tahun ini. Dua jenis kartu ini hanya ada di Solo. Biayanya saya ambilkan dari APBD. Asal tahu saja, ya, dulu untuk jaminan kesehatan anggarannya hanya Rp 1,4 M. Setelah ada kartu, saya siapkan Rp 19 M. Dulu untuk beasiswa pendidikan hanya ada dana Rp 3,4 M. Sekarang Rp 23 M. Insya Allah cukup. Saya juga menaruh perhatian khusus pada masalah kesehatan ibu dan anak. Dulu anggaran untuk perbaikan gizi anak hanya Rp 41 juta, sekarang Rp 1,4 M. Naiknya berapa kali lipat, coba? Saya tahu anak itu masa depan kita, jadi harus digarap sejak dini, salah satunya dengan program makanan tambahan di sekolah. Semua sistem ini hanya ribet di awalnya. Setelah ketemu metodenya dan berjalan, mudah saja.
 Itulah sedikit banyak tentang perjalanan hidup joko widodo serta profile dan biodata Jokowi, semoga dapat menambah pengetahuan para pembaca semua khususnya tentang Jokowi.
  

sumber: Tabloid Nova / duniabaca.com

The Story of Steve Jobs: An Inspiration or a Cautionary Tale?

shipping company wasn’t delivering spare parts fast enough. The shipper said it couldn’t do better, and it didn’t have to: Apple had signed a contract granting it the business at the current pace. As Walter Isaacson describes in his best-selling biography, Steve Jobs, the recently recrowned chief executive had a simple response: Break the contract. When an Apple manager warned him that this decision would probably mean a lawsuit, Jobs responded, “Just tell them if they fuck with us, they’ll never get another fucking dime from this company, ever.”

The shipper did sue. The manager quit Apple. (Jobs “would have fired me anyway,” he later told Isaacson.) The legal imbroglio took a year and presumably a significant amount of money to resolve. But meanwhile, Apple hired a new shipper that met the expectations of the company’s uncompromising CEO.
 
What lesson should we draw from this anecdote? After all, we turn to the lives of successful people for inspiration and instruction. But the lesson here might make us uncomfortable: Violate any norm of social or business interaction that stands between you and what you want. Jobs routinely told subordinates that they were assholes, that they never did anything right. According to Isaacson, even Jonathan Ive, Apple’s incomparable design chief, came in for rough treatment on occasion. Once, after checking into a five-star London hotel handpicked for him by Ive, Jobs called it “a piece of shit” and stormed out. “The normal rules of social engagement, he feels, don’t apply to him,” Ive explained to the biographer. Jobs’ flouting of those rules extended outside the office, to a family that rarely got to spend much time with him as well as to strangers (police officers, retail workers), who experienced the CEO’s verbal wrath whenever they displeased him.

Jobs has been dead for nearly a year , but the biography about him is still a best seller. Indeed, his life story has emerged as an odd sort of holy scripture for entrepreneurs—a gospel and an antigospel at the same time. To some, Jobs’ life has revealed the importance of sticking firmly to one’s vision and goals, no matter the psychic toll on employees or business associates. To others, Jobs serves as a cautionary tale, a man who changed the world but at the price of alienating almost everyone around him. The divergence in these reactions is a testament to the two deep and often contradictory hungers that drive so many of us today: We want to succeed in the world of work, but we also want satisfaction in the realm of home and family. For those who, like Jobs, have pledged to “put a dent in the universe,” his thorny life story has forced a reckoning. Is it really worth being like Steve?

In one camp are what you might call the acolytes. They’re businesspeople who have taken the life of Steve Jobs as license to become more aggressive as visionaries, as competitors, and above all as bosses. They’re giving themselves over to the thrill of being a general—and, at times, a dictator. Work was already the center of their lives, but Jobs’ story has made them resolve to double down on that choice.

teve Davis, CEO of TwoFour, a software company that caters to financial institutions, was eager to talk about Jobs’ influence on his own life and career. But first he had to find a free half hour. When he finally did steal a few moments to speak, he explained that he had consciously set aside certain aspects of his family life, since he believes that startups fail when those involved aren’t committed to being available 24 hours a day. Luckily, Davis told me, he was blessed with a wife who picked up the slack.

Davis detailed these choices matter-of-factly, but his voice rose with fervor when he described the intensity and uncertainty of entrepreneurship. He loved every minute of it. He didn’t operate with a corporate safety net. His lawyer was calling him at that very moment with a contract question, and Davis needed to pick a direction and just go with it. What should he decide? He admitted he didn’t know. The thrill came from the possibility that he might be wrong. “Guys who start companies are different from other people,” he said. “We’re willing to fail. Look at Jobs. He got knocked down, and he kept going. He’s totally unconventional, driving on his particular path, and either you join him or get out of the way.”

Join or get out of the way—it’s a phrase that sums up what Jobs’ life has taught his admirers today. Andrew Hargadon, a professor at UC Davis and author of How Breakthroughs Happen: The Surprising Truth About How Companies Innovate, points out that Jobs’ brashness has helped inspire a larger reaction to several decades of conventional wisdom about the importance of worker empowerment and consensus decision- making. “Jobs is showing us the value in the old-school, autocratic way. We’ve gone so far toward the other extreme, toward a bovine sociology in which happy cows are supposed to produce more milk.” That is, it took a hippie-geek like Jobs to give other bosses permission to be aggressive and domineering again.

This isn’t aggression for its own sake but for the good of a company. Tristan O’Tierney, a Mac and iPhone software developer, helped Twitter creator Jack Dorsey found the credit-card-swiping startup Square three years ago. O’Tierney says that he now sees the value in bluntly telling people their work is crap. “You don’t make better products by saying everything is great,” he explains. “You make them better by forcing people to do work they didn’t know they had in them.” Aaron Levie, a self-described Jobs “wantrepreneur,” started Box, which allows cloud-based file-sharing, in his USC dorm room in 2005. To new hires, he quotes Jobs—”Some people aren’t used to an environment where excellence is expected”—to make clear to them that Box is just such an environment. “My lesson from Jobs,” Levie says, “is that I can push my employees further than they thought possible, and I won’t rush any product out the door without it being perfect.” He adds: “That approach comes with collateral damage on the people side.”


Are You an Acolyte or a Rejector?
Steve Jobs had a brash personality that lends itself to very different interpretations, depending on who you are. Based on these anecdotes from Walter Isaacson’s biography, which camp do you fall into? —B.A.

1  In 1975, Atari paid Jobs and Steve Wozniak to create the iconic game Breakout. Woz pulled four all-nighters to get it done—but Jobs pocketed the whole bonus that Atari paid for the game’s efficient design.

You can push colleagues to                 Don’t screw
  extraordinary lengths.                over your friends.  

2 In 1981, Jobs refused to give founding stock to Apple employee number 12, Dan Kottke. A fellow employee intervened, offering to match whatever options Jobs was willing to spare for Kottke. “OK,” Jobs replied, “I will give him zero.”

Good leadership               To foster loyalty in employees,

is unsentimental.              you need to be loyal to them.

3 In 1994, Jobs announced he was firing a quarter of the Lisa computer team, telling them, “You guys failed … Too many people here are B or C players.”

Tolerate only A players.             Scared employees don’t take 
                                             risks.

4  In 2005, Jobs ordered a smoothie at Whole Foods, but when the aging barista didn’t make it to his taste, he railed about her incompetence.

Force the whole world                        Understand the
to bend to your vision.                    limits of your power.

Are You an Acolyte or a Rejector?

Acolyte

Rejector

Both

It’s true that Apple employees rarely quit when Jobs called them shitheads, or even when he took credit for their ideas. An early manager on the Mac team told Isaacson about the abuses Jobs heaped on employees. But she said, “I consider myself the absolute luckiest person in the world to have worked with him.” These sorts of testimonials are the proof, for many entrepreneurs and executives, that strong leadership and impressive results will lead employees to tolerate, even to embrace, unpleasant work conditions. Ray Dalio, founder of Bridgewater Associates, the world’s most profitable hedge fund, has been called the “Steve Jobs of investing,” in part because his firm practices a form of radical forthrightness. All Bridgewater employees are expected to clash with one another, to speak without filters or concerns about sensitivities. Dalio says he shares Jobs’ belief in the benefits of a tough, brutally candid office environment, though he requires his employees to dish it out to him just as much as they take it. He likens the mode of dialog he practices—not just at Bridgewater but in all his personal relationships—to twisting one’s limbs into a difficult yoga position or training as a Navy SEAL. “Pretty soon the pain becomes pleasure and you can’t live without it,” he says.

What acolytes want most of all is to possess the same certainty about their vision that Jobs felt about his. Neal Sales-Griffin, 25-year-old cofounder and CEO of Code Academy, a programming school in Chicago, says that after studying Jobs’ life, he doesn’t waste time anymore with the intricacies of etiquette. He openly denigrates projects that aren’t working, even if others have already invested countless hours in them. He recalls Apple’s inauspicious launch of MobileMe, the subscription service that was supposed to sync a user’s entire online existence in the cloud. From a stage in an Apple auditorium, Jobs berated the MobileMe employees for their inability to create a better product—”You should hate each other for having let each other down”—and then fired the team leader on the spot. “Jobs’ passionate approach has empowered me to be myself, with my flaws and difficulties and limitations,” Sales-Griffin says. “Look what came of it for him.”

The second camp is what you might call the rejectors. These are entrepreneurs who, on reading about Jobs since his death, have recoiled from the total picture of the man—not just his treatment of employees but the dictatorial, uncompromising way that he approached life. Isaacson’s biography is full of stories of Jobs as an unpleasant individual—the fits he would throw over the most picayune-seeming details, like the type of flowers in his hotel room or the way an aging Whole Foods barista made his smoothie. He would park in handicap spaces; he refused to get a license plate for his car. And he abandoned his oldest daughter, applying his “reality distortion field” to the question of his own paternity.

Jeff Atwood was once an acolyte. He had subsumed the whole of his identity into the company he created: Stack Exchange, a network of online Q&A sites. “You gird for war,” he says about the ethos of running a startup. “You need a spiritual fervor, an almost religious belief in the mission, to throw yourself on the shores and attack.” So it came as a surprise to Atwood—and everyone else—when he realized that he had to leave behind Stack Exchange and the startup life. And the Isaacson biography was what prompted his epiphany, turning him into a devout rejector.

He already knew all the stories about Jobs the businessman and innovator. But what he found harrowing, almost too painful to read, were the details about Jobs’ family and personal life. Atwood was brought to tears by a passage in which Jobs showed drawings for the new Apple campus to his son at home one night, and it didn’t even occur to him to call over his daughter, who had expressed interest in becoming an architect. “He paid less attention to Erin,” Isaacson writes about Jobs and his daughter, “who was quiet, introspective, and seemed not to know exactly how to handle him, especially when he was emitting wounding barbs.” Atwood, 41, recently became a father to twin daughters, and he said what Jobs did was “the opposite of parenting. Parenting is being there, man. It’s showing up.” The biography forced him to see that he, like Jobs, had allowed work to dominate his life. Atwood groaned as he recalled how Jobs would respond directly and rudely to some random customer’s email in the middle of the night: “Here’s why you’re an idiot.” Atwood would do the exact same thing. He really didn’t want to quit, but he saw that nuclear option as the only way to disrupt the cycle. “If you’re going to fail at building something,” he says, “fail at building the fucking iPad. Don’t fail at building children.”

For some of these more repulsed readers, it’s the tales of managerial cruelty that have gotten under their skin. Verinder Syal—a former executive at Quaker Oats who bought a coffee franchise, sold it, and now runs a consulting firm and teaches business-school students—expected to adore the biography. He greatly admired Jobs’ ambitions, and he regularly extolled him to students as a paragon of leadership. The book saddened him, though: Syal couldn’t understand why Jobs felt the need to be right all the time and to blame others, why he had to claim other people’s ideas as his own. Syal says he went back to his classes and admitted that he was wrong. “Jobs was like dynamite,” Syal says. “Dynamite clears paths, but it also destroys everything around it.” Syal didn’t think much of Bill Gates before, but he does now. “ Gates evolved from an asshole into a human being,” he says. “Jobs remained an ass.”

But most of the rejectors are, like Atwood, entrepreneurs who worry about their roles as fathers. A few of them single out one particular moment near the end of the book, when Jobs explains why he asked Isaacson to write it. “I wanted my kids to know me,” Jobs said. “I wasn’t always there for them, and I wanted them to know why and to understand what I did.” Brad Wardell, CEO of the software and computer-game-design company Stardock, was shaken when he realized that the same powers of reality distortion that allowed Jobs to create the iPod also led him to deny the seriousness of the pancreatic cancer that killed him. (For nine months, Jobs delayed undergoing conventional treatment.) Wardell, 41, says his formative years corresponded to the rise of Jobs, and Jobs’ influence helped him “put every ounce of energy and focus into Stardock.” That translated into 80- and 90-hour workweeks, maniacally testing every version of every piece of software, reviewing all source code, writing notes nonstop. “But I realized that, like Jobs, I could die. Jobs missed out on his kids, and I’d have missed out on mine too.” Wardell now often works from home, and he has hired people to manage aspects of the business he previously handled himself.

Many of these former fanboys are reconsidering their allegiance to Jobs in part because they are no longer boys. Now in their forties, they’re confronting the end of their young-adult selves—they have children, and their own parents have become senior citizens or died. Matt Haughey, founder of the community weblog Metafilter, addresses this point directly in a presentation called “ Lessons From a 40- Year-Old,” which he delivered last February at the web-design conference Webstock. Haughey remarked that he was grayer, his daughter was turning 7, he had recently put down a longtime pet, and he had experienced his own near-brush with cancer (a brain tumor that turned out to be benign). Haughey heard many in his cohort—most of them devoted Jobs followers—saying, “It is time not to end up like Steve.” So rather than trying to create the next Apple, he proposed building a “lifestyle business,” a smaller-scale enterprise that rejects venture capital and funds itself, leaving its owner time for pursuits outside of work. He displayed a graph of his mid-twenties existence, with the bar representing work towering over the one for personal life. Now that he’s 40, the bar heights are reversed.

It’s worth pointing out that these male rejectors have wound up where most female entrepreneurs have been all along. Women CEOs and managers didn’t need a biography of an absent father to start thinking about balancing work and family; unlike the fortysomething dudes, they’ve been having conversations about this trade-off most of their lives. Rashmi Sinha, CEO of the presentation-sharing service SlideShare, was pregnant with twins when she devoured the Isaacson book. She read it to understand how Jobs created great products, but the possibility of gleaning any personal lessons from his life didn’t even cross her mind. Similarly, Heidi Messer, cofounder of the affiliate-marketing firm LinkShare, has told her entire marketing staff to read the biography, but without any thought that they’d construe Jobs to be her own role model as a manager. She does suggest one personal lesson from Jobs’ life: “If he could do Apple and Pixar—two multibillion-dollar companies—then I should be able to handle one business and also my family.”

The rejectors all know that quelling their Jobs-like tendencies will be a struggle. They are by nature strivers, perfectionists. They also know that their retreat from the struggle—adopting a lifestyle-centric approach to business—means they will never accomplish as much as they would have otherwise, let alone as much as Jobs did. If they used to release six products a year, now they produce only two. If previously they sent out three dozen emails during the dinner hours, then now they make do with sending just a few. Rather than planning to take their startups public, they are shooting for enough profit to sustain their employees and themselves. To create the lifestyle they want, or need, these entrepreneurs are reining in their compulsions, imposing limits on themselves.

When he’s not writing best-selling biographies, Walter Isaacson runs the Aspen Institute, a nonpartisan think tank based in Washington, DC, that covers everything from business development to education and foreign policy. At his office there, Isaacson proves to be a gracious New Orleanian, easeful and attentive—in short, nothing like Steve Jobs. He says that readers of the biography have been seeking him out to discuss their uncanny similarities to Jobs or their desires to behave more like him. Two executives visited the writer separately just hours before me. One of them was Bridgewater’s Dalio, who came specifically to confer about people he called “shapers,” those who overcame tremendous opposition to transform vision into reality. Dalio hoped that he and Isaacson could suss out a few of the traits shared by such shapers as Jobs, Benjamin Franklin, Albert Einstein, Margaret Thatcher, and perhaps also Dalio himself. When I asked Isaacson about the life lessons of Jobs, he ducked behind his desk and returned with articles that had recently been forwarded to him, each one about the merits and demerits of emulating Jobs’ jerkiness.
Isaacson himself has published what he deems a corrective, writing in Harvard Business Review that readers hoping to draw meaning from Jobs’ life should fixate less on his petulance as a boss and more on his remarkable achievements at Apple and Pixar. Isaacson distilled the real leadership lessons of Steve Jobs down to 14 business proverbs, such as “Bend reality,” “Push for perfection,” and “Tolerate only A players.” “Long after their personalities are forgotten,” he remarks of Jobs, along with the pantheon of Edison, Ford, and Disney—not one a saint—”history will remember how they applied imagination to technology and business.”

The author admits that he now tends to defend Jobs against personal attacks, since his book has provided much of the ammunition. Isaacson sees Jobs as being hardly more blameworthy, even in his worst moments, than other powerful people. Readers he knows personally claim to be shocked that Jobs would brazenly park in handicap spaces, but Isaacson says some of them are bankers who created the derivatives that screwed clients out of their life savings and helped lead to worldwide recession. When other readers express their contempt for the way Jobs treated his family, Isaacson asks them, “Then how come you’ve been married three times and this particular daughter doesn’t fucking speak to you?” Indeed, Isaacson rejects the premise that Jobs failed with his family. He points out that Jobs ended up with a strong marriage and four loving children, all of whom were at his side during his illness. A wooden table filled much of Jobs’ kitchen, and for the last two decades of his life he came home just about every night and sat down for dinner. “Jobs could have been a better father,” Isaacson concedes. “But I look at that family, and it’s perfectly wonderful. It couldn’t be a better family.”

Yet Isaacson understands how genius worship has led to multiple interpretations. “It’s like arguing the gospels with a fundamentalist,” he says about the futility of trying to rebut what he sees as misreadings of Jobs’ life. He tells me what he’s told lots of people who have sought him out to catechize about the book—that his biographies aren’t how-to manuals for the good life. He isn’t arguing that readers not look for guidance in the story of Jobs; he knows it is the nature of biography-reading to do so. But Isaacson stresses that Jobs’ life was complex, the lessons to be found myriad.

At least since Plutarch illuminated the moral character of famous Greeks and Romans, readers have looked to biographies for guidance and inspiration. My father still recites a corny Longfellow poem he learned as a kid back in the ’50s:

Lives of great men all remind us
We can make our lives sublime,
And, departing, leave behind us
Footprints on the sands of time;
Footprints, that perhaps another,
Sailing o’er life’s solemn main,
A forlorn and shipwrecked brother,
Seeing, shall take heart again.

Some intimate portraits are meant to debunk the iconic figure, their anecdotes served up as exposé. But usually the readers of biographies are supposed to recognize some aspect of themselves, or a wished-for better self, in the footprints of the eminent subjects. The genre is intensely individualistic, rebuffing sociology and collective history, and the reading experience winds up being no less personal.

Ironically, in Jobs’ remarkable story of self-creation we can see why the rest of us are so hungry for a role model to light our own paths. Whether it was in the early days, when he manipulated Steve Wozniak into building products for him to sell, or later in his career, when he was struggling to shape NeXT from scratch, or even after returning to Apple, when he created entirely new products, Jobs had no one to tell him how to realize his vision. He made high-stakes decisions on his own, with little to rely on besides his well-honed intuition. And on a smaller scale, isn’t that true of us all? In life, as in business, there really aren’t any concrete answers or clear guides. We can’t help but see a biography like Steve Jobs as a rare road map to the uncharted world we awake to every morning.

So what, then, is Jobs’ real legacy as a human being? “It’s his passion,” Isaacson says, after some deliberation. “We all want to lead the passionate life. We want a life of emotional connections. If that’s what you get by saying, ‘I will be more like Steve Jobs,’ then that’s not bad.”

The gospel of Steve Jobs has spread far from Silicon Valley to touch people in every field of business. My cousin Jason is a yoga entrepreneur in Asheville, North Carolina; he makes foam accessories to help people stretch more ergonomically. When he came to visit not long ago, he brought his copy of Steve Jobs along with him. “I care about all these tiny design details no one else does,” he says, nodding at the book as it sat between us on my dining room table. “I get frustrated, catching myself telling people who work for me that their ideas are shit.” Our respective children in the next room celebrated their reunion by putting on a succession of princess and monster costumes. Motioning toward them, Jason said he now accepts that traveling constantly and spending less time with family is a necessary trade-off if he, too, wants to produce a great product. “When your karma and your lila meet, you find your dharma—your one true path,” he tells me, citing a precept that might have sat well with Jobs, a devotee of Eastern religions. “It’s a beautiful concept. You discover your way to contribute to the world. That’s what Jobs found. He contributed so much to humanity with his products.”

In the end, that remains the paradox in the life of Steve Jobs. He put his uncompromising and sometimes brutal personality into the creation of products that strike us as beautiful, even uplifting. But the historical moment that he helped to create—a magical intersection of technology and commerce and culture, as our computers and computerized gadgets matured from purely functional items to expressions of ourselves—is unique to his life story. Without his unyielding approach to design, we might never have had our iPods and MacBooks and iPads. But most of us don’t need, or want, to take such an unyielding approach. We don’t operate Apple-sized corporations and redefine industries. Our employees, if we have any, will quit or undermine the company if they are repeatedly called shitheads who suck. Family members will find ways to administer payback if persistently ignored or mistreated. Jobs operated on an entirely different plane from just about anyone else. For the rest of us, trying to behave like him will make us and everyone around us miserable.

As he was writing his 2007 book, The No Asshole Rule, Robert Sutton, a professor of management and engineering at Stanford, felt obligated to include a chapter on “the virtues of assholes,” as he puts it, in large part because of Jobs and his reputation even then as a highly effective bully. Sutton granted in this section that intimidation can be used strategically to gain power. But in most situations, the asshole simply does not get the best results. Psychological studies show that abusive bosses reduce productivity, stifle creativity, and cause high rates of absenteeism, company theft, and turnover—25 percent of bullied employees and 20 percent of those who witness the bullying will eventually quit because of it, according to one study.
When I asked Sutton about the divided response to Jobs’ character, he sent me an excerpt from the epilogue to the new paperback edition of his Good Boss, Bad Boss, written two months after Jobs’ death. In it he describes teaching an innovation seminar to a group of Chinese CEOs who seemed infatuated with Jobs. They began debating in high-volume Mandarin whether copying Jobs’ bad behavior would improve their ability to lead. After a half-hour break, Sutton returned to the classroom to find the CEOs still hollering at one another, many of them emphatic that Jobs succeeded because of—not in spite of—his cruel treatment of those around him.

Sutton now thinks that Jobs was too contradictory and contentious a man, too singular a figure, to offer many usable lessons. As the tale of those Chinese CEOs demonstrates, Jobs has become a Rorschach test, a screen onto which entrepreneurs and executives can project a justification of their own lives: choices they would have made anyway, difficult traits they already possess. “Everyone has their own private Steve Jobs,” Sutton says. “It usually tells you a lot about them—and little about Jobs.”

Tanggapan :  I think steve jobs is one that can be used as inspiration by everyone because he is a smart minded






Sumber  : http://www.wired.com/business/2012/07/ff_stevejobs/all/