Apa Itu Training ESQ 165?

Oleh Diyanah Anuar (email: diyanah@bharian.com.my)

Pakar latihan sumber manusia yang juga pengasas model latihan kepimpinan terkenal, ESQ 165, Dr Ary Ginanjar Agustian berkata, dalam situasi global sekarang, pengurusan syarikat harus memberi tumpuan kepada soal emosional dan spiritual pekerja.

Bagi Dr Ary, inilah aspek utama yang mempengaruhi motivasi pekerja. Beliau berkata, pendekatan tidak mengenepikan aspek emosional dan spiritual sepatutnya diamalkan mana-mana organisasi, bukan hanya mengutamakan aspek intelektual seperti yang lazim ddiamalkan oleh organisasi.

Disebabkan terlalu mementingkan kecerdasan intelektual dalam semua perkara, inilah yang berlaku kepada kebanyakan organisasi gah terpaksa menghentikan operasi mereka. Rata-rata organisasi terbabit sebelum ini cuma mementingkan intelektual dan mengabai nilai emosional dan spiritual. Sedangkan elemen ini adalah ruang paling utama bagi manusia, katanya dalam pertemuan bersama Tanya Pakar.

Gabungan kecerdasan intelektual, emosional dan spiritual inilah menjadi teras model latihan ESQ 165 yang diperkenalkan Dr Ary sebagai latihan kepimpinan dan pembangunan manusia sejak beberapa tahun lalu. ESQ diibarat pembuka hubungan rahsia dalam dunia perniagaan, profesionalisme dan pengurusan moden. Semua aspek ini ada hubung kait dengan dasar Islam iaitu nilai keislaman, rukun islam dan rukun iman.

Kajian dan pemahaman terhadap semua elemen ini mencetuskan idea yang dinamakan ESQ (Emotional Spiritual Quotient atau Kecerdasan Emosional dan Spiritual). Idea yang diperkenalkan Dr Ary ini menjadi paradigma dalam bidang sumber manusia yang menggabungkan sains, sufisme, psikologi dan pengurusan.

Baru-baru ini, ketika menghadiri Majlis Wacana Ilmu : ESQ Dalam Bidang Pengurusan anjuran bersama UEM Academy serta Pusat Bahasa dan Pembangunan Insan Universiti Teknikal Malaysia, Melaka dengan kerjasama Pusat Kepimpinan ESQ Malaysia, Dr Ary sempat meluangkan sedikit masa ditemubual Tanya Pakar mengenai keperluan ESQ dalam pengurusan dan pembangunan manusia.

Ikuti soal jawab Tanya Pakar dengan Dr Ary.

Apa sebenarnya yang dikatakan latihan kepimpinan ESQ?

ESQ adalah latihan yang diadakan selama dua hingga tiga hari yang menggunakan modul pembangunan karakter, ESQ 165. Modul ini menyepadukan rasionalisasi dalam dunia perniagaan dengan spiritual. Latihan ini juga membimbing individu dalam membina karakter dan prinsip hidup.

Siapa kelompok individu yang memerlukan latihan seperti ini? Apakah ia khusus untuk golongan tertentu saja?

ESQ tidak khusus untuk sesuatu golongan saja tapi untuk semua. Modul ini disediakan dalam beberapa jenis berlainan untuk eksekutif, profesional, individu biasa, penuntut universiti, remaja dan kanak-kanak.

Apa yang dapat diperoleh daripada latihan ini?

Program ini bertujuan menyingkap nilai dalaman seseorang seperti kejujuran, tanggungjawab, kerjasama, disiplin, keadilan, wawasan dan keprihatinan. Semua nilai ini dimiliki setiap manusia tidak kira bangsa, pekerjaan mahupun pangkat seseorang. Dalam latihan yang mengambil masa dua ke tiga hari ini, sebahagian besar maklum balas yang diterima adalah perubahan positif peserta dalam hubungan dan tanggungjawab mereka kepada keluarga, kerjaya, masyarakat dan negara.

Mengapa perlunya latihan yang menerapkan unsur kecerdasan spiritual untuk individu, organisasi dan juga masyarakat secara keseluruhannya?

Selama ini, kebanyakan pengurusan dan pembangunan sumber manusia lebih menekankan kecerdasan intelektual saja. Untuk menghadapi cabaran dunia masa kini, kecerdasan intelektual saja tidak mencukupi.

Kita perlu mantapkan kecerdasan emosi yang banyak berteras persoalan what do I feel (apa yang saya rasakan). Penekanan terhadap kecerdasan emosi mampu melahirkan individu yang hebat tapi apabila mereka berdepan dengan masalah besar, kebanyakannya kecundang.

Dari situ, pengkaji menemukan sebuah lagi kecerdasan yang diperlukan untuk mengatasi kekurangan ini. Ini ialah tumpuan kepada satu lagi kecerdasan fungsi otak ketiga, di mana manusia terus mencari makna kehidupan, untuk apa mereka hidup dan untuk apa mereka bekerja. Ini yang disebut kecerdasan spiritual. Inilah yang melengkapkan keupayaan fizikal, intelektual dan emosional.

Mengapa anda katakan kecerdasan intelektual saja tidak mencukupi?

Kajian mendapati, pengaruh kecerdasan intelektual (IQ) tidak lebih daripada 20 peratus daripada kejayaan seseorang. Selebihnya dipengaruhi kecerdasan lain. Kebanyakan individu yang sudah berada di tahap berjaya dari segi material berasa diri mereka terbelenggu dan masih tidak mendapat makna sebenar kehidupan mereka.

Mentaliti yang membelenggu manusia selama ini, di mana cuma mengutamakan kecerdasan intelektual, membuatkan dunia ini seolah-olah terbahagi kepada dua. Sebagai contoh, sebahagian manusia yang hidupnya berorientasikan material saja dan tidak mengambil berat hal akhirat manakala sebahagian lagi cuma berfokus kepada ketuhanan saja tapi tidak berjaya dalam soal keduniaan.

Tumpuan yang diberi kepada keperluan kecerdasan intelektual saja membuatkan wujudnya jenayah, penyelewengan dan rasuah kerana manusia begini mudah dipengaruhi unsur lain dan menyalahguna kebijaksanaan yang dimiliki.

Mereka yang berorientasikan kecerdasan intelektual semata-mata selalunya tidak tahu bagaimana hendak memanfaatkan kelebihan mereka itu. Perkara ini yang ingin diajar menerusi model ESQ 165 ini.

Bagaimana untuk menggabungkan ketiga-tiga kecerdasan ini?

Intelektual, emosional dan spiritual - ketiga-tiganya tidak dapat dipisahkan. Semua ini perlu digabungkan dan saling menyokong antara satu sama lain dalam memacu seseorang mencapai kejayaan.

Kadangkala motivasi yang diperoleh daripada sesebuah program latihan hanya bertahan untuk sesuatu tempoh saja. Kemudian, seseorang individu akan kembali kepada tabiat lama mereka. Bagaimana hendak mengekalkan motivasi yang diperoleh?

Latihan ESQ adalah latihan yang berterusan. Apa yang diperoleh dalam latihan ESQ biasanya akan menjadi (ritual) amalan peserta. Elemen yang diterapkan dalam modul ini banyak berhubung dengan unsur ketuhanan seperti Asmaul husna dan sebagainya.

Jadi, jiwa kita akan lebih tenang dan semakin hari diri kita akan bertambah baik. Apa yang menyebabkan sesetengah daripada kita tidak dapat mengekalkan motivasi yang diperoleh adalah kerana elemen ritual ini diasingkan daripada motivasi untuk mencapai kejayaan.

Bimbingan untuk mencapai kejayaan dunia dan kejayaan akhirat diasingkan. Tapi, dalam ESQ, kedua-dua bimbingan ini digabungkan untuk melahirkan manusia hebat.

Selain itu, program yang disediakan untuk alumni ESQ (mereka yang pernah menghadiri latihan ESQ) juga diadakan sebagai cara memperbaharui (recharge) motivasi yang ada.

Apakah kegiatan yang disediakan untuk Alumni ESQ selepas latihan yang mereka sertai?

Kegiatan yang disediakan untuk Alumni ada pelbagai. Alumni boleh menyertai aktiviti berbentuk forum, perjumpaan, ataupun aktiviti lain yang dianjurkan dikalangan mereka sendiri.

Sejauh mana perlunya aplikasi latihan seperti ESQ ini bagi organisasi menghadapi kemelut kesuraman ekonomi seperti yang dihadapi dunia hari ini?

Bila bercakap mengenai pengurusan organisasi, dua perkara yang berkaitan adalah manusia dan kaedah. Dari segi manusia, jika selama ini mereka hanya berteraskan pemikiran intelektual, rata-ratanya tidak bersedia berdepan dengan krisis.

Pihak pengurusan pula tidak mampu menguruskan sumber manusia dengan baik apabila berdepan dengan krisis. Contoh yang boleh menggambarkan perkara ini adalah organisasi perniagaan yang dari negara kuasa besar, lumpuh begitu saja apabila berlakunya krisis ekonomi.

Perkara ini berlaku mungkin kerana kecerdasan emosional tidak pernah dititik beratkan baik di sekolah ataupun universiti yang mana kebanyakannya lebih mementingkan kecerdasan intelektual. Selepas menghadapi masalah ekonomi seperti sekarang ini, barulah dunia mula membuka mata bahawa kecerdasan intelektual semata-mata tidak mencukupi.

Bagaimana kecerdasan emosional dan spiritual dapat membantu seseorang individu atau organisasi?

Mereka yang memiliki kecerdasan emosional mampu mengawal emosi mereka ketika berdepan dengan cabaran kehidupan, kerjaya dan ekonomi. Mereka yang memiliki kecerdasan spiritual pula mampu menemukan makna sebenar pekerjaan mereka.

Banyak tekanan dihadapi rata-rata pekerja masa kini adalah kerana dunia pekerjaan mereka mempraktikkan ilmu pengurusan yang lebih banyak mengutamakan sasaran syarikat, berbanding sasaran diri mereka.

Pendekatan pengurusan sedia ada secara tidak langsung mewujudkan jurang antara pihak pengurusan dan juga pekerja. Kaedah pengurusan untuk dunia dan kaedah pengurusan akhirat juga dipisahkan.

Kita harus sedar, manusia bukan hanya tubuh fizikal, tapi juga spiritual. Oleh itu, kita memerlukan model yang menggabungkan pengurusan menerusi spiritual, emosional dan intelektual. Kecerdasan emosional yang dimaksudkan ini adalah kemampuan untuk merasai perasaan orang lain dan kemudian menjadikan pengetahuan itu sebagai maklumat penting untuk mengambil tindakan. Ini yang boleh dipraktikkan pengurusan sesebuah organisasi.

Adakah wujud sebarang cabaran dalam menyampaikan latihan ESQ kepada peserta yang mengikutinya?

Dalam memberi bimbingan dan latihan ESQ ini, antara cabaran utama yang dihadapi adalah cara pemikiran peserta yang mengikuti latihan. Rata-ratanya sudah diterapkan dengan pemikiran yang membezakan soal agama dan dunia.

Mana tidaknya, selama ini kita sudah dipupuk dengan konsep merujuk kepada Barat dalam kebanyakan perkara dalam kehidupan termasuk soal ekonomi dan sebagainya. Cukup mencabar untuk membuatkan peserta menukar cara pemikiran mereka dan menggabungkan kedua-dua soal dunia dan agama kepada satu.

Journal of Knowledge Nusantara - Bandung #3

5S amalan muslim

1. Senyum Selalu - senyum 2cm kanan dan 2cm kiri. Senyuman simitri.
2. Salam - Memberikan salam bila bertemu tetamu dan rakan taulan.
   
3. Sopan
4. Sapa dengan ramah
5. Santun sentiasa.
   

Journal of Knowledge Nusantara - Bandung #2

Etika Usahawan Muslim - Pemerhatian di PDT.

1. Amanah sehingga dipercayai dan lahir kredibiliti
2. Jujur
   
3. Komitmen 100 peratus.
   
4. Penambahanbaikan berterusan sehingga kesempurnaan
   
5. Kreatif dan Inovatif
   
6. Tidak takut saingan
   
7. Bangkitkan potensi terbaik dalam diri melalui pengurusan kalbu.
8. Mencari karunia Allah sebanyak-banyaknya.
9. Berzakat bila beroleh keuntungan
   

Journal of Knowledge Nusantara - Bandung #1

Pengurusan Qalbu - oleh K.H.Aagym

Semasa saya bertemu Pak Aagym semasa melawat Pesantren Daarut Tauhiid, Bandung, tahun lalu, saya bertanya kepada beliau "apakah tanda-tanda amalan kita diterima oleh Allah?" Jawab beliau "Jiwa jadi tenang, hati tidak gundah gulana". Semasa kami berbual-bual semasa beliau memberikan taklimat tentang bank darul tauhid, beliau menceritakan tentang management by heart dan manejemen kalbu.

Kesimpulan daripada diskusi kami ialah hati yang bersih, jernih dan bersinar adalah pengerak utama yang menjadi pendorong motivasi untuk mengharungi kejayaan dunia dan akhirat. Hati bersih membawa ketenangan manakala hati kotor membawa kepada kekalutan. Potensi manusia setelah sampai kepada kebeningan hati dan kebersihan jiwa amat menakjubkan. Ada satu kekuatan yang luar biasa kekuatannya.

Bening Hati Yang Jernih

Bila hati semakin bersih
Fikiran pun jadi jernih
Semangat hidup pun jadi gigih
Prestasi pun mudah diraih

Bila hati sudah busuk
Fikiran jahat mula menusuk
Akhlak pun jadi buruk
Jadi makhluk yang terkutuk

Bila hati sudah bersih
Terpancar cahaya pada wajah
Bersinar memancar dari jauh
Membuat orang pun jadi kasih

Bila hati sudah gelap
Mata hati jadi ranap
Orang pun tiada harap
Kerana jiwa telah gelap

Suara Hati Naluri Suci

Dalam diri ada hati
Dalam hati ada cahaya
Cahaya kudus yang suci
Yang bersuara dan berbahasa

Suara naluri yang suci
Yang menyeru kepada kesucian
Dengan 99 nama Ilahi
Yang memanggil kepada kebaikan

Suara hati naluri suci ini
sering tenggelam dalam keriuhan
mazmumah yang melimpahi hati
maksiat yang menguasai tindakan

ESQ, GABUNGAN NILAI KEPINTARAN MANUSIA - Diadaptasi daripada tulisan Suharyanto

Intellectual Quotient(IQ)

Pada 1905 Binet menemukan IQ di Paris Perancis dan ia dikembangkan di universiti stanford, Amerika Syarikat. Ia pernah digunakan semasa perang dunia pertama, justeru itu, manusia memuja-muja dan memuji suatu bentuk kepintaran yang dianggap menjadi penentu kepada kejayaan manusia di dalam hidupnya. Ia adalah kepintaran tertinggi yang akan menjamin masa depan seseorang dan juga sesebuah masyarakat.

Kepintaran yang dimaksudkan tersebut ialah kepintaran intelektual (Intellectual Quotient, IQ). Ia dijadikan penandaras kepada kepintaran manusia. Justeru itu, berkembanglah pelbagai cara pengukuran IQ seseorang. Semakin tinggi IQ seseorang maka semakin tinggi tahap kepintarannya. Manusia yang mendapat IQnya 100 adalah manusia yang paling tinggi tahap kepintarannya.

Pada perkembangan seterusnya ternyata IQ tidak mampu mewujudkan “kejayaan” mutlak, IQ telah gagal membina hubungan antara manusia. IQ hanyalah merupakan kepandaian yang semata-mata digunakan untuk menangani masalah-masalah logik, rasional , metamatik dan strategik. Oleh itu, bila kita hanya berpegang kepada IQ semata-mata maka seseorang itu umpama robot atau mesin. "mesin” tidak mempunyai perasaan. Akhirnya “mesin” ini mengalami keterasingan dari lingkungan dan dunianya sendiri.

Emotional Quotient (EQ)

Kemudian, dengan berkembangan ilmu dan pengetahuan di bidang neurologi dan psikologi, terjadilah perbahasan baru dalam menilai kepandaian dan kejayaan seseorang. Pada tahun 1995 Daniel Goleman melalui bukunya bertajuk working with emotional qoutient membuat penemuan baru dalam bidang neurologi dan psikologi, kemudian membuat kesimpulan sesuatu yang dinamakan sebagai kepintaran jenis baru, yaitu kepintaran emosi (Emotional Quotient, EQ).

Berdasarkan pada teori EQ maka kejayaan seseorang tidak ditentukan oleh tinggi-rendahnya IQ seseorang, tetapi ditentukan oleh bagaimana seseorang tersebut mengendalikan hubungan antara manusia secara lebih bermakna. EQ telah memberikan suatu rasa simpati, empati, cinta, kasih, sayang, rindu, ketulusan, kejujuran, motivasi dan kemampuan bertindakbalas terhadap kegembiraan atau kesedihan secara tepat. EQ juga memberikan kesedaran mengenai perasaan diri sendiri dan juga perasaan orang lain.

Berbeda dengan IQ yang relatif tak berubah pada diri manusia, EQ boleh mengalami perubahan. EQ boleh meningkat dan menurun. EQ boleh dipelajari untuk terus ditingkatkan dan disempurnakan. Bahkan EQ menjadi landasan bagi penggunakan IQ secara lebih efektif. Pada hari ini banyak ditemui cara-cara untuk meningkatkan EQ itu, diantaranya buku The Seven Habbit Of Highly Of Effective People karya Stephen R Covey.

Spiritual Quotient (SQ)

Ternyata dengan semakin baiknya kepintaran emosi seseorang telah membawa pada suatu kepuasan kebendaan, keintiman hubungan antara manusia, dan dapat bertindak secara tepat dalam mengelola kesedihan dan kegembiraan. Akan tetapi manusia moden telah dan sedang mengalami kehampaan makna hidup. Persoalan seperti kemanakah akhir hidup ini?. Untuk apa tujuan kita hidup?

Pernah suatu ketika Robin Leach membuat penyelidikan terhadap ratusan orang kaya dan terkenal, hasilnya memperlihatkan bahwa kekayaan dan kemasyhuran tidak serta merta membawa mereka pada kebahagiaan yang hakiki. Lantas yang menjadi pertanyaan faktor apakah yang menyebabkan seseorang bahagia? Sebahagian menjawab “wang”, “kekayaan”, “kenikmatan seksual”, “kedudukan”, kesihatan” dan lain-lain. Namun semua jawaban itu tidak menjawab kebahagiaan hakiki, jawaban yang parsial dan tidak menyentuh pada substansi dan hakiki kebahagiaan. Prof Khalil A. Khavari menjawab bahwa faktor yang membawa sesorang pada kebahagiaan hakiki adalah “spiritual”.

Faktor spiritual inilah yang kemudian pada akhir abad 20-an “dieksploitasi” oleh para neurologi dan psikologi untuk mendapatkan suatu formula kecerdasan jenis ketiga. Pada tahun 2000 V.S Ramachandran dari universiti california menemukan fungsi saraf otak yang dipanggil God Spot. SQ menjadi pemudah cara yang menghubungkan antara IQ dan EQ sebagaimana yang disebutkan oleh Zohar dan Marshall bahwa SQ merupakan kecerdasan untuk menghadapi dan memecahkan persoalan makna dan nilai hidup, menempatkan perilaku dalam konteks makna secara lebih luas dan jauh. SQ merupakan prasyarat bagi berfungsinya IQ dan SQ secara lebih efektif.

Intellectual, Emotional dan Spiritual Quotient(ESQ)

Ary Ginanjar Agustian (2001) mengabungkan EQ dan SQ dengan nilai-nilai yang islam menjadi suatu integrasi yang kukuh dan bersepadu. Berdasarkan idea itu dengan pengalamannya pada dunia perniagaan – Ary Ginanjar Agustian, seorang pengusaha muda yang tergabung dalam HIPMI dan telah terlibat dunia pembangunan insan dan latihan keperibadian, pengembangan diri dan karier – dan atas bimbingan spiritual KH. Habib Adnan, beliau menemukan suatu model kecerdasan “alternatif” yang dipanggil The ESQ Way 165.

ESQ model ini kemudian dicurahkan dalam bentuk buku “Rahasia Sukses Membangun Kecerdasan Emosi dan Spiritual ESQ Emotional Spiritual Quotent Berdasarkan 6 Rukun Iman dan 5 Rukun Islam”. Di dalam buku tersebut Ary Ginanjar Agustian mengabungkan secara tepat antara kecerdasan emosi (EQ) dan kecerdasan spiritual (SQ) berdasarkan kepada nilai-nilai Islam dan pengalamannya sebagai seorang usahawan. Meskipun EQ dan SQ mempunyai peranan yang berbeda namun sama-sama penting untuk dapat disinergikan antara satu dengan yang lain.

Secara ringkas, buku ESQ model terdiri dari 4 (empat) bagian.
Bagian Satu : zero mind process yaitu penjernihan emosi melalui proses menuju fitrah.
Bagian Dua : Mental Building

1. Star principle
2. Angel principle
3. Leadership principle
4. Learning principle
5. Vision principle
6. Well organized principle

Bagian Tiga : Personal Strength

1. Mission statement
2. Character Building
3. Self Controling

Bagian Empat : Social Strength

1. Strategic Collaboration
2. Total Action

Pada bagian satu, zero mind process, kita diajak untuk melalui tahapan proses menuju pada fitrah manusia (God-Spot). Pada proses ini kita diminta untuk merenungi dan memperhatikan suara hati atas beberapa peristiwa yang terjadi sehari-hari baik pada diri kita maupun pada orang lain atau lingkungan sekitarnya. Kemudian kita disuruh untuk merespon secara jujur berdasarkan kata hati kita. Dari situ kita akan menemui dua pilihan, yaitu pilihan jalan menuju fitrah dan pilihan jalan menuju non fitrah. Kita diberi kebebasan untuk memilihnya. Dari sinilah prinsip hidup kita diuji. Terkadang hati manusia terbelenggu sehingga menutupi kebenaran informasi dari suara hati. Belenggu-belenggu tersebut adalah:

1. Prasangka (buruk)
2. Prinsip-prinsip hidup
3. Pengalaman
4. Kepentingan dan prioritas
5. Sudut pandang
6. Pembanding
7. Literatur

Oleh karenanya kita diharuskan untuk membebaskan diri dari ketujuh belenggu tersebut untuk menuju god-spot.

Pada bagian dua, setelah kita memiliki kejernihan hati, maka kita harus mulai mengisi dan membangun melalui enam prinsip bintang sebagai pegangan hidup; memiliki prinsip malaikat sehingga kita selalu dipercaya orang lain; memiliki prinsip kepemimpinan yang akan membimbing kita menjadi seorang pemimpin yang berpengaruh; menyedari akan arti pentingnya prinsip pembelajaran yang akan mendorong pada suatu kemajuan; mempunyai prinsip masa depan, sehingga akan selalu memiliki visi, dan terakhir yaitu memiliki prinsip keteraturan sehingga tercipta suatu sistem dalam satu kesatuan tauhid, atau prinsip esa di dalam berfikir.

Ketangguhan peribadi adalah ketika seseorang berada pada posisi atau dalam keadaan telah memiliki pegangan prinsip hidup yang kukuh dan jelas. Secara sistematik, ketangguhan pribadi adalah seseorang yang telah memiliki prinsip berfikir dan mengaplikasikannya melalui tiga langkah sukses yaitu pernyataan misi, pembangunan karakter dan pengendalian diri. Inilah bagian tiga dari ESQ model.

Bagian Empat adalah ketangguhan Sosial. Ketangguhan sosial ini dianalogikan dengan prinsip zakat, yaitu kepedulian terhadap lingkungan sosial. Prinsip zakat adalah suatu bentuk “pertahanan aktif” dari dalam keluar. Langkah yang harus ditempuh adalah lanjutan dari langkah ketiga pada bagian tiga. Langkah keempat ini dinamakan sebagai kolaborasi strategik dan langkah kelima sebagai tindakan total. Pada langkah kelima ini diasosiasikan dengan haji. Yaitu tindakan unversal dan total dari rukun Islam.

Penutup

Demikianlah sekelumit tentang isi buku ESQ model. Pada prinsipnya buku tersebut merupakan bentuk dari pengembangan kepribadian untuk mencapai kejayaan baik di dunia dan di akhirat. Buku ESQ model menjadi penting untuk panduan menuju kehidupan dengan penuh makna vertikal dan horisontal. Keunggulan buku ini adalah karena dirilis oleh orang Indonesia sehingga khasanah budayanya sesuai dengan budaya Indonesia umumnya. Meskipun merupakan hasil kerja konvergensi yang diramu dengan pengalaman pribadi penulis, buku ersebut masih terkesan normatif, terutama pada bagian-bagian akhir. Buku tersebut juga bukan ditujukan sebagai buku “agama” ataupun buku ceramah/dakwah dalam artian konvensional.

Referensi

Agustian, Ary Ginanjar. 2001. Rahasia Sukses Membangun Kecerdasan Emosi dan Spiritual ESQ Emotional Spiritual Quotient Berdasarkan 6 Rukun Iman dan 5 Rukun Islam. Penerbit Agra. Jakarta
Sukidi, 2001. Bahagiakah Hidup Anda. Republika, 11 November 2001. Jakarta.
Sukidi, 2001. ESQ Pak Ary. Republika, 30 September 2001. Jakarta.
Sukidi, 2001. SQ. Republika, 15 April 2001. Jakarta.
Zohar, Danah dan Ian Marshall. 2001. SQ memanfaatkan Kecerdasan Spiritual dalam Berpikir Integralistik dan Holistik untuk memaknai Kehidupan. Mizan. Bandung

Perlawanan Akhir Bola Sepak Piala FA - Mutu Bola Sepak Malaysia Masih Di Takuk Lama

Malam tadi saya berkesempatan menonton perlawanan akhir Piala FA melalui TV1 secara langsung diantara Selangor dan Kelantan. Permainan terpaksa ditentukan oleh sepakan penanti setelah mereka terikat 1-1 setelah perlawanan berlangsung selama 120 minit. Berdasarkan permainan yang ditunjukan oleh kedua-dua pasukan, pada saya, mutu permainan bolasepak mereka masih ditahap lama. Tidak ada sesuatu yang membanggakan. Kedua pasukan nampak keletihan dan kekurangan stamina apabila perlawanan berlanjutan ke masa tambahan. Mereka tidak menunjukan permainan bermutu dan tidak bermain dalam satu pasukan. Kedua-dua pasukan tidak dapat mengintegrasikan IQ,EQ dan SQ dalam perlawanan tersebut menyebabkan permainan yang dipertontonkan terlalu hambar. Apapun, tahniah kepada pasukan selangor kerana menjuarai Piala FA kali ini.

Intergrated IQ,EQ dan SQ Menjana Intergrated Intelligence.

IQ, EQ dan SQ yang bersepadu akan menghasilkan kepintaran bersepadu dimana ia akan melahirkan manusia yang mempunyai hubungan yang baik dengan alam, hubungan yang baik sesama manusia dan hubungan yang akrab dengan Tuhan.

Segala Yang Hidup Memiliki Frekuensi.

Elektron mengelilingi proton
Proton mengelilingi neutron
Neutron menjadi pusat
Berpaksi suatu energi

Bulan mengelilingi bumi
Bumi mengelilingi Matahari
Matahari mengelilingi galaksi
Berpaksi suatu energi

Semua mengikuti orbit
Berjalan berulang-ulang
Tenggelam dan terbit
Menjadi frekuensi berulang

Minda mengelilingi Tubuh
Tubuh mengelilingi Jiwa
Jiwa mengelilingi hati
Hati yang tulusuci

Ahmad Rais Johari
Kolej Delima
UiTM

Hijrah - Suatu Perjuangan Jihad Menuju Kecemerlangan Abadi

Hari ini adalah hari terakhir seorang sahabat saya, saudara Afzal Haq berkerja di UiTM sebagai Penjaga Jentera Elektrik. Beliau meninggalkan UiTM kerana mendapat tawaran yang lebih baik menjawat jawatan sebagai eksekutif Fasiliti di UMW. Alasan yang beliau berikan ialah beliau ingin berhijrah dan menyambut seruan Tun Abdullah Badawi mantan Perdana Menteri Malaysia, yang pernah mencadangkan supaya orang kerajaan pergi ke sektor swasta dan sebaliknya. Beliau berazam untuk memberikan perkhidmatan terbaik di UMW dengan berbekalkan segala kemahiran, pengetahuan dan pengalaman yang beliau perolehi setelah 10 tahun berkhidmat di Pejabat Penyelenggaraan (kini Pejabat Fasiliti) UiTM.

Beliau berhijrah untuk mendapatkan kepuasan berkerja kearah kecemerlangan abadi dan kepuasan diri. Pada beliau, ia adalah suatu perjuangan untuk diri beliau dan keluarga beliau ke arah sesuatu yang lebih baik.

Demi Matahari

Demi Matahari
Dan Sinarnya Dipagi Hari
Dan Demi Bulan Apabila Ia Mengiringi

Demi Siang Hari
Bila Menampakan Diri
Demi Malam Apabila Ia Menutupi

Demi Langit Berserta Seluruh Binaannya
Demi Bumi Serta Yang Ada Dihamparannya
Demi Jiwa dan Seluruh Penyempurnaannya

Allah...Subhanallah

Allah Mengilhamkan
Sukma Kefasikan dan Ketaqwaan
Beruntung Bagi Yang Menyucikannya
Merugi Bagi Yang Mengotorinya

Lagu ini adalah diantara lagu yang saya nyanyikan semasa mengikuti ESQ Training Angkatan 30 Kuala Lumpur pada 17,18 dan 19 April 2009 baru-baru ini.

Al-Fatihah.....! Semoga Roh Beliau Sentiasa Dicucuri Rahmat Daripada Allah S.W.T

Saya menerima panggilan telefon daripada En. Ariffin Yusof memaklumkan En. Ahmad Nizar Abdul Karim, Timbalan Pengarah,PSMB telah kembali ke rahmatullah sekitar jam 5.30 petang. Pada jam 7.45 malam, saya, Fais dan Ariffin bergegas ke Hospital Besar Kuala Lumpur daripada Kolej Meranti, setibanya kami di Jabatan Forensik HKL, terdapat beberapa orang staf PSMB dan sanak saudara Allahyarham telah berada diruangan menunggu. Keadaan agak sayu dan sedih. Beliau yang saya kenali adalah orang cepat mesra dan senang didekati. Pemergian beliau amat dirasai oleh seluruh warga PSMB.

Sekitar jam lebih kurang 12.15 malam selepas bedah siasat, jenazah beliau telah dibawa rumah beliau di Rawang daripada HKL menggunakan van jenazah UiTM. Difahamkan polis mengkelasifikasikan kematian beliau sebagai mati mengejut. Menurut cerita daripada staf PSMB yang bersama beliau semasa Bengkel ICT anjuran Microsoft di KLCC petang tadi, beliau tidak bercakap banyak disepanjang bengkel tersebut. Beliau sempat bergambar dijabatan yang menghubungkan tower A dan tower B KLCC.

Semoga roh beliau ditempatkan bersama orang-orang yang beriman dan mendapat rahmat daripada Allah S.W.T.

Kematian adalah datangnya sebuah keadaan yang tidak bergerak dan kaku. Kematian merupakan pesanan dan peringatan terhadap kedatangan sebuah akhir kehidupan. Kematian merupakan sejenis makhluk yang unik dan bersifat rahsia. Ia merupakan makhluk berani yang tidak akan boleh ditahan dan dikalahkan, ia mampu meredah tembok yang tinggi dan melompati pagar yang kukuh.Tidak ada satu pun benteng yang mampu untuk melindungi dirinya daripada kematian. Ia menyapa semua yang bernyawa. Justeru itu, kita yang masih hidup perlu bersedia untuk menerima kematian pada bila-bila masa dan dimanapun jua.

Seorang Mahasiswa UiTM Shahid Di Seksyen 7

Saya baru selesai menguruskan jenazah seorang mahasiswa UiTM yang telah kembali ke rahmatullah sebentar tadi, menurut sumber polis, kematian beliau diklasifikasikan sebagai mati mengejut. Semoga roh arwah Mohamad Ashfar Bin Arshat sentiasa dicucuri rahmat oleh Allah S.W.T dan ditempatkan dalam kumpulan orang-orang yang beriman.

Jenazah Timbalan Dekan Fakulti Komunikasi & Pengajian Media Selamat Dikebumikan..

Sejak daripada semalam saya ternanti-nanti jenazah Allahyarham Shafie Ahmad daripada New Zealand, Alhamdulilah semuanya telah selesai pada sekitar jam 6.30 petang tadi. Jenazah beliau telah selamat dikebumikan di Memorial Park Seksyen 21 Shah Alam. Semasa di Surau Seksyen 8, Shah Alam pada petang tadi saya sempat menjadi jemaah solat jenazah Allahyarham. Beliau yang saya kenali adalah seorang sahabat yang komited dalam menjalankan tugas dan sentiasa bersikap positif dalam apa keadaan sekalipun. Semua urusan pengebumian berjalan lancar dan UiTM memberikan sepenuh komitmen untuk menyempurnakan majlis pengebumian tersebut. Semoga roh beliau dicucuri rahmat dan ditempat bersama orang-orang yang beriman.

UiTM Menjadi Juara Anugerah Kualiti Perdana Menteri 2008...!

Tahniah kepada semua warga UiTM daripada pentadbir, pensyarah, kakitangan sokongan dan pelajar di atas sokongan anda semua membawa kemenangan UiTM dinobatkan Johan Anugerah Kualiti Perdana Menteri 2008 (Sektor Awam). Tugas yang lebih berat selepas ini ialah mempertahankan kemenangan tersebut dan membudayakan kualiti dalam setiap aspek pekerjaan kita di UiTM.

Seruan Kepada Mahasiswa UiTM: Jadilah Mahasiswa Yang Berani !

Keberanian adalah asas kepada pembangunan jati diri. Mahasiswa wajar membebaskan diri mereka daripada mana-mana pengaruh fahaman tertentu untuk dibawa masuk ke dalam arena politik kampus. Mahasiswa perlu mempunyai jati diri sendiri yang bersifat idealistik. Berani kerana berilmu, menjunjung budaya ilmu dan berupaya berfikir secara rasional berdasarkan ilmu. Itu adalah asas kepada jati diri seorang mahasiswa.

Getaran.....Degupan Jantung Menghasilkan Tenaga.....?

" Setiap jisim mempunyai tenaga, tenaga itu terhasil daripada getaran, getaran itu menghasilkan bunyi, bunyi itu boleh didengari melalui degupan jantung dan gerakan nadi"

Nasihat Dato' Seri Harusani - Mufti Perak Kepada Kepimpinan Melayu Dulu, Kini dan Masa Depan...

Saya bertanya kepada Dato' Seri Harusani, Mufti Perak semasa Seminar Kepimpinan Melayu baru-baru ini, soalan saya kepada beliau berbunyi..."Kepimpinan semua negara islam pada hari ini kelihatan begitu lesu, kaku dan tidak bertenaga, kita berpecah dan tidak bersatu, walaupun negara islam kaya dengan hasil bumi seperti minyak tetapi kita miskin kerana ia tidak tahu pengurusan hasil bumi kita sendiri, semua fenomena ini berlaku kerana jiwa, tubuh dan pemikiran kita telah dirosakan oleh yahudi zionis. Persoalannya bagaimana caranya kita orang islam boleh melepaskan diri kita daripada belenggu Yahudi Zionis...?"

Beliau menjawab ringkas..."kita kena kembali kepada rukun iman dan rukun islam, itulah asas kita, kita kena faham, menghayati dan melaksanakan semua tuntutan dan kehendak rukun iman dan rukun islam, jika kita dapat menghayati dan mengamalkan semua kehendak rukun iman dan rukun islam, Insyaallah kita akan selamat daripada belenggu Yahudi Zionis". Beliau juga menyeru semua pemimpin melayu kembali kepada kehendak dan tuntutan rukun iman dan rukun islam untuk menjadi pemimpin melayu yang boleh membawa perubahan yang lebih baik kepada bangsa melayu kerana kekuatan bangsa melayu terletak kepada Islam.

Seminar Kepimpinan Melayu Anjuran InQKa, UiTM,Tajaan Sime Darby & UMW

Semalam dan hari ini saya menghadiri Seminar Kepimpinan Melayu di Sime Darby Convention Centre, Bukit Kiara anjuran InQKa. Saya menghadiri seminar tersebut di atas kapasiti saya sebagai Pegawai Pembangunan Pelajar NR (PPPNR). Sebanyak 4 kertas utama telah dibentangkan oleh cendikiawan, ulamak dan tokoh ekonomi manakala sebanyak 31 kertas kerja dibentangkan secara selari di dua bilik seminar yang berbeza selama 2 hari. Semua kertas kerja ini membicarakan dan mewacanakan soal kepimpinan melayu dulu, kini dan masa depan, semasa sesi penutup oleh Prof. Madya Dr. Shireen Haron, Penolong Naib Canselor, Institut Kualiti dan Pengembangan Ilmu (InQKA), UiTM mewakili Dato' Seri Naib Canselor membentangkan resolusi yang telah diputuskan oleh para ahli akademik di Malaysia dan Indonesia, ulamak, cendiakawan, NGO, Prowaris, Parti Politik dan lain-lain badan lagi yang mengambil bahagian dalam seminar tersebut.

Diantara resolusi tersebut ialah menuntut supaya kepimpinan melayu samada daripada Barisan Nasional atau Pakatan Rakyat untuk mempertahankan Sistem Raja Berpelembagaan sediada, Memahami, menghayati dan mendaulatkan Perlembagaan Persekutuan (undang-undang), menstruktur semula sistem pendidikan negara daripada peringkat rendah, menengah dan pengajian tinggi supaya menghasilkan rakyat yang memahami dan menghayati nilai sejarah dan rukun negara, mengamalkan budaya ilmu dalam kehidupan, memperkasakan diri dengan memahami, menghayati dan mengamalkan rukun iman dan rukun islam sebagai cara hidup.

Saya tertarik dengan kertas kerja utama yang dibentangkan oleh Prof. Dr. Nik Anuar Nik Mahmod mengenai usaha-usaha golongan tertentu yang cuba memutarbelitkan fakta sejarah dan diakhir pembentangan, beliau mempamirkan slide ungkapan kata-kata Tuan Guru Abdullah Fahim, ahli falak, ulamak dan juga datuk kepada Perdana Menteri Malaysia yang kita kasihi. Katanya "SEDARLAH, BERKERJALAH, BERGIATLAH, JANGAN DAKAP TUBUH SAHAJA, KALAU MASIH LAGI DENGAN KEADAAN-KEADAAN SEPERTI MASA LALU ITU, SAYA BERKEYAKINAN PENUH AKAN TENGGELAM SEKALI LAGI, TETAPI KALAU SEKIRANYA TENGGELAM PADA KALI YANG AKAN DATANG ITU, MAKA BANGSA MELAYU TIDAK AKAN TIMBUL DAN BANGUN MELAINKAN SUDAH KIAMAT, YANG MANA DUNIA TIDAK ADA LAGI MELAINKAN TUHAN YANG MAHA KUASA SAHAJA"

Saya tertanya-tanya apakah maksud "keadaan-keadaan seperti masa lalu itu" yang dimaksudkan oleh Kiai Abdullah Fahim. Soalan tersebut tidak sempat saya lontarkan kepada Prof. Dr. Nik Anuar kerana masa terlalu mencemburui saya dan saya terus tertanya-tanya sehingga disaat saya menulis post ini. Saya ingin mengucapkan syabas dan tahniah kepada InQKA kerana berjaya menganjurkan seminar tersebut dan seminar itu memberikan kesan yang mendalam kepada saya sebagai orang melayu.

What is Interoperability?

“Ability of two or more systems or components to exchange information and to use the information that has been exchanged.”

(Source: IEEE Standard Computer Dictionary: A Compilation of IEEE Standard Computer Glossaries, IEEE, 1990)

Top Ten Mistakes in IT Decisions On Health Infomatic System..

1. Not Using a Structured Process - Many organizations plunge head first without a clear and structured plan.
   
2. Not Defining Needs Beforehand - The best way to determine which solution will work best for your organization is to identify your needs. To avoid overlooking important functionality, you may find it helpful to start with a good list of requirements.
3. Hiring a Consultant who is Really a Reseller - Many consulting firms not only provide help selecting computer systems, they also act as re-sellers and implementers of enterprise applications. You may not be exposed to all possible vendor solutions, just the ones with whom your consulting firm has an affiliation.
   
4. Paying Too Much Attention to Bells and Whistles - Innovative new product features may seem cutting edge and exciting don’t let it distract you. Concentrate on functionality you will use every day. Most sales reps are adept at dazzling you with fancy features.
   
5. Not Including Key Users in Selection Process - Do not select a solution without soliciting meaningful input from the users. At the beginning of your selection project, form a selection team with representatives from all affected departments. One of the biggest frustrations users face in selection decisions is being sidestepped by the IT department.
   
6. Buying More Than You Need - Without a clearly defined list of user requirements, you’ll tend to buy more functionality than you actually need. Select a system that allows for growth and enhancements--if and when you need them.
   
7. Allowing Vendors to Drive the Process - Vendors are highly skilled at showing you what they want to show you and answering questions the way they want to answer them. To level the playing field, you need a clearly designed and defined selection process that will ensure you receive responses in a standardized format.
   
8. Allowing the “Powers That Be”to Choose the System
9. Confusing the Salesperson with the Product
10. Not Using an RFP Process

Improving quality through effective implementation of information technology in healthcare

In 2003, two Stockholm hospitals 40 km apart merged to form the one Karolinksa University Hospital. Interviewees reported that there was a need to form a common EMR to increase integration and allow communication between the two sites, and, ultimately, other services.

Three independent appraisal studies were carried out. The reports were made to one session of heads of department: interviewees describe a ‘defining moment’ when the chief medical officer asked for a ‘show of hands’ from the group about which system should be adopted, and nearly all voted for one system. The meeting recommended that all departments at one site (Solna) would move from five different types of medical records to the one system used by the other site, and this was accepted by top management.

The new system would need to be installed in 40 clinics with 7000 users at the Solna site. Some new hardware had to be installed, as well as considerable changes to software. The new system contained patient administration, clinical medical records and referral- and replies to referral information, but it was not an entirely paperless record: there were still many documents such as EKG and ‘pictures’ (e.g. radiology).

Analysis of documents and interviews show four key choices, which were confronted and made before implementation, all related to making the key main change within 1 year using limited internal implementation capacity, and delaying other changes to later phases. The first choice was about the extent to which top-level management and the IT department should prescribe the system and its details, and how much and what type of independence the departments should have.

The preparation process involved the departments, and top leadership made the timetable and managed the project tightly, but departments could choose at what time during the year they would implement and some of the details of the screens which would be created by the hospital IT department.

The second key issue was whether to use an outside implementation service or use the limited in-house resources for implementation. The solution was to manage the project internally, phase-in the change over time, and to use external consultants for specific changed which needed to be made. This was possible because of a third choice and decision, which was not to attempt to implement computer physician order entry (CPOE) to order medications at the same time but to phase this in after the EMR and in the following year.

The disadvantage was that some departments would loose CPOE, which was functional in the current system. The fourth choice was not to implement functions which different departments needed for research during the EMR phase, but to modify the EMR in the second year to allow this.

Project process to introduce the EMR

Once the decision was made in 2004 about which system to introduce, interviewees reported that senior leadership made it clear that departments only had choice about small screen modifications and their date for implementation in 2005. Each department was required to nominate staff internally to form a department project group to work with the information technology department to fine-tune the system for the department and carry out implementation. During 2005, all clinics had the same interventions from the project members and the plan was almost exactly followed.

Effects of the system on personnel and work

An analysis of the interviews carried out half way through implementation (June, 2005) through to 3 months after implementation (March, 2006) identified common themes that are listed below and illustrated with typical quotes from informants. Approximately 95% of the comments were positive about the implementation process and the new system.

The relatively successful Karolinska implementation could be due to:

1. Consultation before implementation
2. Consensus about a need for the system and which system was best
3. Prioritzation and ‘driving’ by management team
4. Competent IT project leader and team
5. Tested, user-friendly and intuitive system needing little training
6. Potential for development of the system
   
7. Medication order entry not difficult to integrate after implementation
   

The evidence from this and other research is that an EMR designed to meet many different needs often does not meet local clinical work needs, is more difficult to implement, and can reduce productivity and access to information critical for patient care and safety.

A new system will need to have benefits which significantly outweigh these disadvantages and which are clearly communicated, if it is perceived to be less user-friendly and requires extra time for operation, which is often reported to be the case in previous research. Time and resources will be needed to develop the system.

Practical implications

In this study, the comparison with other research suggests general lessons for others implementing an EMR system in a hospital:

1. Choose a system which allows a range of needs to be met and is a tried and tested in a similar setting,
2. The overriding choice criteria should be a system that works for clinical personnel and saves time. Resistance is not always irrational. If personnel do not think it is easy to use and will save time then implementation will be significantly more difficult and possibly impossible.
3. The system should be intuitive, requiring little or no training,
4. The system should be easy to modify and develop, within limits, for different departments and uses.
5. The decision about the system should be participatory, but once made, implementation should be directed and driven.
6. Balance local control of selection, implementation and clinical participation with meeting higher-level requirements.
7. Involve each level in different ways, with clear and appropriate parameters about which decisions can be made locally and which require higher-level decision about common standards.
8. Assess and address the presence and absence of prior and concurrent factors, which have been repeatedly shown in research to help and hinder implementation.

Conclusions

Health services do not have a good history of cost effective implementation IT and especially of EMRs. The potential for increasing safety and productivity of this ‘quality intervention’ is largely unrealized. The study of EMR implementation presented in this paper was carried out using the same case study method of an implementation in the USA. After reviewing previous research, the research team expected the EMR planning and implementation in this study would follow the same problematic pattern of other implementation.

The findings of the research team, who were entirely independent from the hospital, were unexpected and contrary to most previously reported research: the Karolinska implementation was successful, on time and within budget.

Empirical data of respondent’s perception of what helped and hindered implementation show a consensus about the main ‘helping’ factors. These were the local hospital control of selection of the system, employee involvement in many different ways, leadership and support by a competent on site information technology department, and decisive and full leadership backing.

The Karolinska experience suggests that a tried and tested EMR, which is accepted by physicians can be implemented successfully in 1 year into a teaching hospital with some experience of computerization. It did not show whether such a system allowed the clinical work and process redesign, which some thought necessary and as a missed opportunity during the implementation

Other findings about what helped and hindered were derived by comparing interviewee data to a simple implementation theory developed from a review of previous research. The findings from this revealed the importance of organizational, leadership and cultural factors, as well as a user-friendly EMR, which assists clinical work, is easily modified and which saves time and increases productivity.

This theoretical model for successful implementation is based on a review of research and supported by the evidence of this study. It provides a theoretical basis for future research and a practical tool for implementing an EMR and realizing the potential of this method for improving safety and the quality of patient care.

(Source: International Journal for Quality in Health Care; Volume 19, Number 5: pp. 259–266, 23 August 2007)

Knowledge and Perception of the Staff of Pandan Hospital Regarding Total Hospital Information System

Pandan Hospital was the third hospital using Total Hospital Information System (THIS) in Malaysia after Selayang and Putrajaya Hospital. This 704 bedded hospital is located about 15 kilometers from the center of Johor Bahru City, It will be the first hospital in the southern using THIS.

THIS is designed to automate the care delivery process in hospital through the process of integrated clinical, imaging, financial and administrative system. A study of knowledge and perception regarding THIS among the staff posted to Pandan Hospital was held.

The objective of the study is to determine the knowledge and perception of the staff of Pandan Hospital regarding THIS. A total of 131 respondents with 55.7% of the respondents were staff nurse. Less than 50% of the respondents requested to work in this hospital.

Among those who requested, almost 60% said that they were interested with IT hospital. Almost 90% of the respondents had minimal computer knowledge and 96. % was very interested or interested with Information Technology (IT). Most of the respondents had superficial knowledge about THIS by saying that THIS was about computer and linkage, IT and paperless hospital.

The perceptions toward THIS were good, where 58% said it was a better, systematic and quality system, 16% said modern and advance and 5.3% said that the system had both good and bad effect. Majority of the respondent said that THIS would benefit to both patients and staff.

Interoperability challenges with imaging systems in John Paul II Hospital, Krakow, Poland

Among the main lessons learned during digital imaging implementation and system integration at John Paul II Hospital in Krakow, Poland, were interoperability issues. According to Zbigniew Les from the hospital, “only with closely integrated ICT systems throughout the hospital, the full imageenabled medical electronic patient record can become reality”. However, while extending the ICT network within the hospital and interconnecting it with the systems of other institutions, the hospital faced interoperability problems. Due to a lack of interoperability, John Paul II Hospital cannot take full advantage of the technology in place to extend its usage outside the campus.

On the one hand, “there are still too many versions of software that are not compatible within the sector causing difficulty to exchange data”, Mr. Les said. A lack of state regulation is a further reason: “The process of system integration within the hospital and with other institutions, for example the National Health Fund, is hampered by a lack of clear state regulation about electronic data storage and exchange as well as a lack of standards for exchanging medical information.” Consequently, beside technical solutions, “the involvement of policy makers is equally important to bring clarity and impose some common solutions for the healthcare sector”.

Currently, large institutions with competitive advantage such as John Paul II Hospital impose their solutions to others, Mr Les explained. This may lead to several competitive standards. Their coexistence may result in unnecessary complications for the users and may make the creation of interoperable solutions at the national level more difficult.

Source: European Commission, Enterprise and Industry DG (2007b), p. 116.

ICT standards consolidation to overcome interoperability problems

Standards are key to interoperability because they provide the specifications which are necessary for systems to communicate meaningfully with each other. From the perspective of the buyers and users of healthcare ICT – for example general practitioners or ICT managers in hospitals, community care centres and insurance funds – interoperability problems may arise because of various shortcomings of e-health standards and standardisation.

These may include a large number of conflicting standards on the one hand but too few or insufficiently developed standards for particular solutions on the other hand. From an ICT industry perspective, there is a lack of sufficiently specified and commonly used ICT standards that meet user needs.

Consequently, a solution for the ICT interoperability challenge in the health sector may be the common use of a more confined number of well-developed and harmonised standards. This may in short be considered as “standards consolidation”. Standards consolidation is easily stated as an objective but difficult to realise. Numerous standardisation organisations, governments, and enterprises with diverging interests are struggling to maintain or gain power in defining ICT standards for the health sector. The number of standards used and the number of organisations involved in defining standards is very high and almost impossible to overview.

The complexity of the area of ICT standardisation itself is an important barrier to reach the objective of standards consolidation and even to decide where and how best to tackle it. Structuring the area of e-health standardisation and thus reducing this complexity is a key objective of standardization.

Healthcare Interoperability: the big debate!

Are international standards the most important factor in healthcare interoperability?A reader poll ahead of the Healthcare Interoperability conference in Birmingham decided that they were. But what would expert debaters and their audience think on the day? Fiona Barr reports.

Are international standards the key to long-lasting success in healthcare interoperability - or are they sometimes doing more harm than good? That, essentially, was the question posed by those speaking in the debate at E-Health Insider’s Healthcare Interoperability conference in Birmingham.

For the motion

Paul Woolman, ehealth information architect in the ehealth directorate of the Scottish Government, proposed the motion that: “This House believes that international standards are the most important factor in achieving interoperability in healthcare.”

He argued that interoperability is not only about achieving the technical transfer of data, but also about ensuring that the clinical meaning is understood. To get that to work, successful international standards are essential, he said. “You can do things with local solutions but to do things that last for a long time you need international standards,” he added.

His view was backed up by Philip Scott, a board member of HL7 and head of IT projects and development for Portsmouth Hospitals NHS Trust.

Scott argued that standards were not a bar to life in the real world and standards such as those used in debit cards were proof that international standards could work. “Standards have to be international because vendors are operating in a global market,” he said.

And against

The case against the motion was put forward by Martin Strange, head of health IT at Lloyds Pharmacy. Strange said he believed that some standards were “the greatest impediment” to interoperability and that open, national standards were much more important. He said these could retain flexibility while delivering functionality and: “We need that flexibility.”

Strange was backed by Ian Herbert, an independent health informatician and vice-chair of the British Computer Society’s Health Informatics Forum.

Herbert argued that international standards are not developed in a coherent manner and not always developed by the most appropriate people to do the job. He also said features that were relevant to the US were not always relevant in the UK - and vice versa – while international standards were difficult to change and complex to maintain.

“What actually matters is reliable and consistent use of standards, and international standards don’t make this any easier,” he said.

Open for debate

The four debaters were questioned about the commercial impact of different standards on suppliers who want to market their software worldwide.

Woolman said there was evidence from the medical devices market of big companies being willing to work together on standards to try and defer some of the costs - which could then benefit smaller suppliers.

But Herbert argued that while international companies liked to work to international standards this could also be a bar to innovation among smaller companies. He said that, for example, the cost of getting products tested by NHS Connecting for Health, the agency that runs the National Programme for IT in the NHS, could be prohibitive. “Some of these complex standards are actually doing some harm as well as good,” he said.

Dr Mary Hawking, a GP in Bedfordshire, asked whether international standards should be introduced for information itself, given that healthcare interoperability was all about moving patient data around.

Scott responded that clinical practice differed across the globe and that achievement would have to be limited to some sort of summary, highlighting the proposals for a European health record summary.

Others in the audience suggested that introducing standards for clinical content was critical before anything else was tackled. The newly-published standards developed by the Royal College of Physicians were welcomed as a good first step. “Unless we address the clinical content we have nothing to convey,” one doctor said.

Summing up for those supporting the motion, Woolman said national standards were never going to be enough. “Medicine is an international business. Companies work internationally. They want to use international standards. International standards have to be used in the long term,” he said. However, the motion was lost by just one vote.

(Source : http://www.ehealtheurope.net)

Why Healthcare IT Projects “Go Bad”?

Dr. David More MB, PhD, has an excellent summary of the reasons why healthcare IT projects "go bad." It is clear this is an international phenomenon unrelated to the type of healthcare system (e.g., socialized vs. private sector model), and that the root causes are similar.

The reasons cited by Dr. More from his blog are as follows (emphases on the key phrases are mine):

1. Many believe a key point is that managerial and organisational instability is a major cause of failure. I agree this is really important and, indeed, when one reflects on the Public Health Sector it is really a relative rarity to have an Area Health Service CEO or CIO serve out their full five year contract. This flux is due, in part at least, to a combination of Government and Ministerial changes, changing policy priorities, some being perhaps promoted beyond their capabilities and the unexpected events that precipitate management change. Conducting any significant project in the absence of continuing stable senior management support is a recipe of disaster.

2. Especially in the public sector, there is often a disconnect between the managerial responsibility placed on a project manager and the freedom to act they are accorded. At times this leads to the “wrong” staff being retained in roles for which they are no longer suited, to the detriment of the project as a whole. The disconnect (and budget inflexibility) also often leads to difficulty in attracting and retaining suitably skilled staff as well as excessive delay in staff acquisition. The other problem that is almost universally encountered in Hospital projects in my experience is the “drip feed” of funds and the difficulties in getting suppliers paid. More than once I have seen competent project managers just resign in disgust when they realise they have neither the spending authority, money or the staff to deliver the project they are required to make happen.

3. Because executive health-care management are often uncomfortable regarding many aspects of Health IT, frequently associated with a fairly limited understanding of what is required, at an executive level, for project success, the quality of project sponsorship and support is less than is needed. Senior executives, like everyone else, prefer to stay within their “comfort zone” and, if the Health IT project is not within that zone, real difficulties are almost inevitable. The project manager has a difficult responsibility to carry the project sponsor along on the journey, and to make it clear what they must do for the project to be a success on their watch!

4. Clinicians inevitably see a new system as a very low priority in their “caring for their patients” activities. This will lead to all sorts of difficulties with change management, training and effective use of a new system, unless both executive management are fully committed and real “clinician” evangelists and enthusiasts are recruited to work with their peers.

5. Involvement of all relevant categories of clinicians in the selection and later configuration of systems is crucial. The clinicians really have to be confident the system will work for them and be convinced of its value and utility or the project will be at extreme risk before it even starts.

6. There is a real tendency to underestimate the complexity of and the effort required to implement say a new laboratory or patient management system – to say nothing of clinician facing systems such as Computerised Physician Order Entry or Computerised Nursing Documentation which involve virtually all key staff changing the way they work. Careful planning and an really adequate emphasis on education and change management are vital as is developing real clinician ownership of the project.

7. It is clear that all organisations need to develop organisational competence and teamwork with Health IT. I think the best way to do this is to choose one or two easily “doable” projects and get them done on time and within budget. Only once this capability is proven should an organisation try the larger and more complex implementations. Success, as they say, builds on success.

8. It is clear that when implementing systems in hospitals size really does matter. It is a relatively straightforward process to put basic systems in a 100 bed regional hospital in 3-6 months with very little difficulty. The 1000 bed tertiary teaching referral hospital is a horse of a totally different colour. The budget is likely to be in the millions, the complexity of what is needed much higher and the work practices more entrenched. All this means both risk and duration are much higher. Additionally these organisations cannot be fed a ‘one size fits all’ solution. The systems that are deployed must not only be flexible but be flexibly implemented in consultation with ALL involved.

9. It is vital to work hard to develop an open and frank relationship between the system vendor and the organisation which is implementing the new system. No contract will prevent a disaster but work on ensuring a constructive, frank and balanced relationship will make a huge difference.

I feel this is well said. Healthcare organizations should take heed of these observations.

(Reference : http://aushealthit.blogspot.com)

who still wonders if the dream of our founders is alive in our time, who still questions the power of our democracy? Tonight is your answer!

OBAMA: Hello, Chicago.If there is anyone out there who still doubts that America is a place where all things are possible, who still wonders if the dream of our founders is alive in our time, who still questions the power of our democracy, tonight is your answer.

It’s the answer told by lines that stretched around schools and churches in numbers this nation has never seen, by people who waited three hours and four hours, many for the first time in their lives, because they believed that this time must be different, that their voices could be that difference.

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It’s the answer spoken by young and old, rich and poor, Democrat and Republican, black, white, Hispanic, Asian, Native American, gay, straight, disabled and not disabled. Americans who sent a message to the world that we have never been just a collection of individuals or a collection of red states and blue states.

We are, and always will be, the United States of America.

It’s the answer that led those who’ve been told for so long by so many to be cynical and fearful and doubtful about what we can achieve to put their hands on the arc of history and bend it once more toward the hope of a better day.

It’s been a long time coming, but tonight, because of what we did on this date in this election at this defining moment change has come to America.

A little bit earlier this evening, I received an extraordinarily gracious call from Senator McCain. Senator McCain fought long and hard in this campaign. And he’s fought even longer and harder for the country that he loves. He has endured sacrifices for America that most of us cannot begin to imagine. We are better off for the service rendered by this brave and selfless leader.

I congratulate him; I congratulate Governor Palin for all that they’ve achieved. And I look forward to working with them to renew this nation’s promise in the months ahead.

I want to thank my partner in this journey, a man who campaigned from his heart, and spoke for the men and women he grew up with on the streets of Scranton ... and rode with on the train home to Delaware, the vice president-elect of the United States, Joe Biden.

And I would not be standing here tonight without the unyielding support of my best friend for the last 16 years ... the rock of our family, the love of my life, the nation’s next first lady ... Michelle Obama.

Sasha and Malia ... I love you both more than you can imagine.

And you have earned the new puppy that’s coming with us ...to the new White House. And while she’s no longer with us, I know my grandmother’s watching, along with the family that made me who I am. I miss them tonight. I know that my debt to them is beyond measure.

To my sister Maya, my sister Alma, all my other brothers and sisters, thank you so much for all the support that you’ve given me. I am grateful to them.

And to my campaign manager, David Plouffe ... the unsung hero of this campaign, who built the best — the best political campaign, I think, in the history of the United States of America. To my chief strategist David Axelrod ... who’s been a partner with me every step of the way. To the best campaign team ever assembled in the history of politics ... you made this happen, and I am forever grateful for what you’ve sacrificed to get it done.

But above all, I will never forget who this victory truly belongs to. It belongs to you. It belongs to you.

I was never the likeliest candidate for this office. We didn’t start with much money or many endorsements.

Our campaign was not hatched in the halls of Washington. It began in the backyards of Des Moines and the living rooms of Concord and the front porches of Charleston. It was built by working men and women who dug into what little savings they had to give $5 and $10 and $20 to the cause.

It grew strength from the young people who rejected the myth of their generation’s apathy ... who left their homes and their families for jobs that offered little pay and less sleep.

It drew strength from the not-so-young people who braved the bitter cold and scorching heat to knock on doors of perfect strangers, and from the millions of Americans who volunteered and organized and proved that more than two centuries later a government of the people, by the people, and for the people has not perished from the Earth.

This is your victory.

And I know you didn’t do this just to win an election. And I know you didn’t do it for me. You did it because you understand the enormity of the task that lies ahead. For even as we celebrate tonight, we know the challenges that tomorrow will bring are the greatest of our lifetime — two wars, a planet in peril, the worst financial crisis in a century.

Even as we stand here tonight, we know there are brave Americans waking up in the deserts of Iraq and the mountains of Afghanistan to risk their lives for us.

There are mothers and fathers who will lie awake after the children fall asleep and wonder how they’ll make the mortgage or pay their doctors’ bills or save enough for their child’s college education.

There’s new energy to harness, new jobs to be created, new schools to build, and threats to meet, alliances to repair.

The road ahead will be long. Our climb will be steep. We may not get there in one year or even in one term. But, America, I have never been more hopeful than I am tonight that we will get there.

I promise you, we as a people will get there.

AUDIENCE: Yes we can! Yes we can! Yes we can!

OBAMA: There will be setbacks and false starts. There are many who won’t agree with every decision or policy I make as president. And we know the government can’t solve every problem.But I will always be honest with you about the challenges we face. I will listen to you, especially when we disagree. And, above all, I will ask you to join in the work of remaking this nation, the only way it’s been done in America for 221 years — block by block, brick by brick, calloused hand by calloused hand.

What began 21 months ago in the depths of winter cannot end on this autumn night.This victory alone is not the change we seek. It is only the chance for us to make that change. And that cannot happen if we go back to the way things were.

It can’t happen without you, without a new spirit of service, a new spirit of sacrifice.So let us summon a new spirit of patriotism, of responsibility, where each of us resolves to pitch in and work harder and look after not only ourselves but each other.

Let us remember that, if this financial crisis taught us anything, it’s that we cannot have a thriving Wall Street while Main Street suffers.

In this country, we rise or fall as one nation, as one people. Let’s resist the temptation to fall back on the same partisanship and pettiness and immaturity that has poisoned our politics for so long.Let’s remember that it was a man from this state who first carried the banner of the Republican Party to the White House, a party founded on the values of self-reliance and individual liberty and national unity.

Those are values that we all share. And while the Democratic Party has won a great victory tonight, we do so with a measure of humility and determination to heal the divides that have held back our progress.

As Lincoln said to a nation far more divided than ours, we are not enemies but friends. Though passion may have strained, it must not break our bonds of affection.

And to those Americans whose support I have yet to earn, I may not have won your vote tonight, but I hear your voices. I need your help. And I will be your president, too.

And to all those watching tonight from beyond our shores, from parliaments and palaces, to those who are huddled around radios in the forgotten corners of the world, our stories are singular, but our destiny is shared, and a new dawn of American leadership is at hand.

To those — to those who would tear the world down: We will defeat you. To those who seek peace and security: We support you.

And to all those who have wondered if America’s beacon still burns as bright: Tonight we proved once more that the true strength of our nation comes not from the might of our arms or the scale of our wealth, but from the enduring power of our ideals: democracy, liberty, opportunity and unyielding hope.

That’s the true genius of America: that America can change. Our union can be perfected. What we’ve already achieved gives us hope for what we can and must achieve tomorrow. This election had many firsts and many stories that will be told for generations. But one that’s on my mind tonight’s about a woman who cast her ballot in Atlanta. She’s a lot like the millions of others who stood in line to make their voice heard in this election except for one thing: Ann Nixon Cooper is 106 years old.

She was born just a generation past slavery; a time when there were no cars on the road or planes in the sky; when someone like her couldn’t vote for two reasons — because she was a woman and because of the color of her skin.

And tonight, I think about all that she’s seen throughout her century in America — the heartache and the hope; the struggle and the progress; the times we were told that we can’t, and the people who pressed on with that American creed: Yes we can.

At a time when women’s voices were silenced and their hopes dismissed, she lived to see them stand up and speak out and reach for the ballot. Yes we can.

When there was despair in the dust bowl and depression across the land, she saw a nation conquer fear itself with a New Deal, new jobs, a new sense of common purpose. Yes we can.

AUDIENCE: Yes we can.

OBAMA: When the bombs fell on our harbor and tyranny threatened the world, she was there to witness a generation rise to greatness and a democracy was saved. Yes we can.

AUDIENCE: Yes we can.

OBAMA: She was there for the buses in Montgomery, the hoses in Birmingham, a bridge in Selma, and a preacher from Atlanta who told a people that We Shall Overcome. Yes we can.

AUDIENCE: Yes we can.

OBAMA: A man touched down on the moon, a wall came down in Berlin, a world was connected by our own science and imagination. And this year, in this election, she touched her finger to a screen, and cast her vote, because after 106 years in America, through the best of times and the darkest of hours, she knows how America can change.Yes we can.

AUDIENCE: Yes we can.

OBAMA: America, we have come so far. We have seen so much. But there is so much more to do. So tonight, let us ask ourselves — if our children should live to see the next century; if my daughters should be so lucky to live as long as Ann Nixon Cooper, what change will they see? What progress will we have made?

This is our chance to answer that call. This is our moment. This is our time, to put our people back to work and open doors of opportunity for our kids; to restore prosperity and promote the cause of peace; to reclaim the American dream and reaffirm that fundamental truth, that, out of many, we are one; that while we breathe, we hope. And where we are met with cynicism and doubts and those who tell us that we can’t, we will respond with that timeless creed that sums up the spirit of a people: Yes, we can.

Thank you. God bless you. And may God bless the United States of America.

£12bn NHS computer system crashes at the first attempt

THE rollout of a new computer system to every London hospital has been frozen after being installed in just one organisation. IT experts have stopped setting up the software across the capital and have rushed to sort out problems caused by the system at the Royal Free Hampstead NHS trust the only acute hospital to have installed it so far.

It is the latest blow for the £12billion national programme, designed to give doctors access to patients' records wherever they are in the country. The system has been beset with software glitches and design faults. One internal health service document said it could put seriously ill patients at risk of being inaccurately diagnosed.

According to the document, it is routinely crashing, intermittently losing patient information, and some staff are reverting to pen and paper. There have already been reports that implementation of the system nationwide has virtually ground to a halt. The project is already four years late. So far the Royal Free is the only trust to have installed the latest "London Configuration 1" software.

It links to the NHS "spine" that stores patient information. To protect patient confidentiality users must swipe an electronic card to access the data. Kay Fletcher, spokeswoman for the London Programme for IT, which is responsible for the upgrade of NHS computers, said: "We want to learn from the issues at the Royal Free before rolling it out."

Ms Fletcher admitted no more hospitals would get the upgrade until next year. Four trusts Kingston, Queen Mary's Roehampton, St George's in Tooting, and Imperial Healthcare in west London, were expected to be next in line for the new system.

Ms Fletcher said: "The trusts are continuing with their preparations but we are discussing revised golive dates. We have Christmas coming up and we wouldn't want a trust to go live at that time and January is also very busy."

A spokeswoman for the Royal Free said: "Although the implementation initially went better than we expected, there are some problems with the system. As a result, a programme was set up in early October with the local service provider, BT; the London Programme for Information Technology; and the system supplier, Cerner UK, to address these issues."

Source: http://www.thisislondon.co.uk/standard