Learning Organization as A Way to Create Change Agents in Bojonegoro Regency

Abstract

Purpose: This research explores the development of change agents within the public sector of Bojonegoro Regency, a region that has undergone significant transformation from one of the poorest regencies in Jawa Timur Province to being recognized for its Sustainable Development Initiative by The United Nations Sustainable Development Solutions Network in 2013. The study aims to understand the process of cultivating change agents in the district government of Bojonegoro. Theoretical Reference: The research adopts a qualitative methodology with a phenomenological paradigm to capture the universal essences of the individual experiences of change agent phenomena. The focus is on identifying key themes such as willingness to learn, distribution of authority/duties/roles, willingness to improve, and attention to the younger generation. A foundational aspect is emphasized— the role of a learning organization cultivated through a holistic leadership approach. Method: The research utilizes NVivo coding to analyze qualitative data, uncovering themes related to the development of change agents. The qualitative methodology and phenomenological paradigm are chosen to provide a deeper understanding of the unique experiences and essential elements in fostering change agents within public sector organizations. Results and Conclusion: Contrary to expectations, the findings reveal that change agents are not developed directly; instead, a prerequisite is the establishment of a fertile ground through holistic leadership. The emphasis on themes such as willingness to learn, distribution of authority, commitment to improvement, and attention to the younger generation underscores the importance of a conducive environment for change agent development. Implications of Research: The research suggests that the success of developing change agents in public sector organizations is intricately linked to the establishment of a learning organization nurtured by a holistic leadership approach. The findings highlight the need for tailoring strategies to the unique context and environmental factors of each district, recognizing that the success of Bojonegoro may not be directly replicable elsewhere. Originality/Value: This study contributes to the understanding of change agent development in public sector organizations, emphasizing the significance of a learning organization and holistic leadership. The uniqueness of Bojonegoro's case underscores the importance of considering environmental specialties and district-specific factors in crafting strategies for change agent cultivation across diverse regions in Indonesia.