Majalah Perencanaan Pembangunan
Pitts , W. D., & Wise , L. R. (2009). Workforce Diversity in the
New Millennium: Prospects for Research. Review of
Public Personnel Administration, 44.
Post, C., De Lia, E., Ditomaso, N., Tirpak, T. M., & Borwankar,
R. (2009). Capitalizing on Thought Diversity for
Innovation. Technology Management, 14.
Serrat, O. (2009). Harnessing Creativity and Innovation
in the Workplace. Knowledge Solution. ASian
Development Bank.
Söllner, R. (2010, April 27). Human Capital Diversity
and Product Innovation: A Micro-Level Analysis.
International Schumpeter Society Conference 2010
on. Aalborg.
Talkea, K., Salomob, S., & Katja, R. (2010). How Top
Management Team Diversity Afects Innovativeness
and Performance Via The Strategic Choice to Focus
on Innovation Fields. Research Policy, 907.
Van der Vegt , G. S., & Janssen, O. (2003). Joint Impact
of Interdependence and Group Diversity on
Innovation. Journal of Management , 729.
Wise, L. R., & Tschirhart, M. (2000). Examining Empirical
Evidence on Diversity Efects: How Useful Is
Diversity Research for Public-Sector Managers?
Public Administration Review, 386.
Yang Yang, Alison M. Conrad. (2011). Diversity and
Organizational Innovation: The Role of Employee
Involvement. Journal of Organizational Behavior,
1062.
PENGANTAR REDAKSI
Quo Vadiz Pariwisata? Demikian judul yang diangkat dalam Majalah Perencanaan Pembangunan edisi kali ini. Secara
sederhana Quo Vadiz Pariwisata dapat di Indonesiakan sebagai Kemanakah arah pembangunan kepariwisataan di
Indonesia? Data menunjukkan potensi pariwisata di Indonesia masih belum dioptimalkan, berdasarkan laporan yang
dimuat dalam The Travel and Tourism Competitiveness Report 2013, peringkat daya saing pariwisata nasional berada
pada rangking ke 70 dari 140 negara. Peringkat ini masih di bawah Singapura (10), Malaysia (34), dan Thailand (43).
Rantai sektor pariwisata tidak dapat dilepaskan dari sektor pembangunan lainnya. Penciptaan nilai tambah sektor
pariwisata sangat berkaitan erat dengan paradigma pembangunan nasional dimana tujuan akhirnya adalah untuk
mensejahterakan rakyat dan menjadikan bangsa Indonesia menjadi bangsa yang maju dan bermartabat sepanjang
zaman. Pembangunan infrastruktur, sumber daya manusia, serta lingkungan yang berkelanjutan merupakan sektorsektor penting yang mengiringi pencapaian sektor pariwisata agar dapat dioptimalkan. Tidak kalah penting adalah
visi sektor pariwisata agar komersialisasi sumber daya alam tidak menjadikan investor mengambilalih dan menjadi
predator bagi masyarakat sekitar yang telah menjaga keindahan alam. Prinsipnya, keindahan alam boleh dijual dan
dikomersialisasikan tapi tidak untuk pengambilalihan, karena semua kembali untuk kesejahteraan rakyat.
Beragam tulisan pilihan redaksi menyoroti kinerja sektor pembangunan. Proses pembangunan yang tiada henti
tersebut harus didasarkan semangat atau nilai (values) untuk selalu melakukan perbaikan (continous improvement)
dan mencapai kinerja yang lebih baik (better performance) dari waktu ke waktu. Kedua semangat ini perlu didukung
dengan kegiatan evaluasi yang merupakan salah satu upaya untuk mengetahui kekurangan dan kelebihan
pembangunan yang telah dan sedang dilaksanakan termasuk dalam penyelesaian permasalahan yang muncul dari
suatu kebijakan pembangunan.
Edisi III tahun 2013 Majalah Perencanaan Pembangunan ini menampilkan delapan tulisan yang dapat dikategorikan
sebagai evaluasi dan pembelajaran dari pelaksananaan kebijakan pembangunan, serta upaya perbaikan ke depan.
Substansi kedelapan tulisan tersebut saling terkait, sektor pariwisata yang memiliki potensi luar biasa membutuhkan
dukungan dari sektor pembangunan lainnya seperti sektor sosial budaya, ekonomi dan moneter, sumber daya
manusia, dan upaya penanganan permasalahan lingkungan termasuk pendidikan tentang penanganan bencana
alam.
Sejatinya sudah banyak tulisan tentang permasalahan di atas. Namun, mengingat pembangunan merupakan proses
yang terus menerus dan tidak pernah berhenti sepanjang kehidupan manusia, maka diharapkan tulisan-tulisan
dalam edisi III dapat memberikan informasi atau hal-hal baru bagi para pembaca, khususnya bagi para perencana
pembangunan dalam melaksanakan tugas dan memberikan kontribusi yang terbaik bagi kemajuan Indonesia.
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ASPEK SOSIAL DALAM PENGEMBANGAN
TELUK TRADISIONAL GILIMANUK
Tantangan di Era Kebangkitan Nasional Kedua
Christian R. Østergaard, Bram Timmermans, Kari
Kristinsson. (2011). Does a diferent view create
something new? The efect of employee diversity
on innovation. Research Policy, 500.
Corinne Post, m. D. (2009). Capitalizing on Though
Diversity for Innovation. Research Technology
Management, 14-25.
Dendhardt, R. B., Dendhardt, J. V., & Aristigueta, M. P.
(2009). Human Managing Behavior in Public and Non
Proit Organizations. SAGE Publication, Inc.
Ferhan Karabacakoglu, Mustafa Özbilgin. (2010).
Ericsson: the Business Case. In Cases in Strategic
Management. London: McGraw-Hill.
Sunata, Inyoman, Drs., Mpd *)
Email: sunnym_bappeda@yahoo.com
Abstract
Ketika geliat Pariwisata Provinsi Bali telah menempatkan
Pulau Seribu Pura sebagai Primadona Daerah Tujuan
Wisata di Dunia; pengembangan kepariwisataan Bali
memerlukan kawasan wisata yang memadai, akibatnya
penetapan kawasan pariwisata sering merambah tempattempat yang semestinya wajib dijaga kelestariannya.
Banyak program pemerintah dalam menata kawasan
wisata mendapat penolakan dari masyarakat misanya:
Penetapan Kawasan Strategis Nasional Besakih, dan
Reklamasi Teluk Benua Kabupaten Badung Bali. Salah satu
kawasan lindung yang dibuka untuk kawasan Pariwisata
adalah Zona Tradisional Teluk Gilimanuk. Berdasarkan
Surat Keputusan Direktur Jenderal perlindungan Hutan
dan Konservasi Alam Nomor : Sk. 143/IV-KK/2010 tanggal
20 September 2010 tentang Zonasi Taman Nasional
Bali Barat; Zona Tradisional Teluk Gilimanuk ditetapkan
sebagai Zona Pemanfaatan. Masyarakat mendukung
kebijakan pemanfaatan Zona Tradisional Teluk Gilimanuk
asal pemerintah memperhatikan kearifan lokal dan
*) Drs. I Nyoman Sunata,M.Pd
- Perencana Utama pada Bappeda dan PM Kabupaten Jembrana
Provinsi Bali
- Anggota Tim Penyusun Buku Kajian Pemanfaatan Zona Tradisional
Teluk Gilimanuk pada Balai Taman Nasional Bali Barat
2
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aspek sosial masyarakat. Penolakan beberapa kebijakan
pemerintah disebabkan karena pemerintah dalam
menetapkan kawasan tidak memeperhatikan aspek sosial
berupa peran serta masyarakat; mulai dari perencanaan
hingga pelaksanaannya.
Kata Kunci: Aspek Sosial, Penetapan Kawasan, dan Zona
Tradisional Teluk Gilimanuk
Pendahuluan
Bercermin dari penolakan masayarakat tentang
Penetapan Kawasan Pura Besakih sebagai salah satu
Kawasan Strategis Nasional Pariwisata (KSPN) dan
penolokan Reklamasi Teluk Benua Kabupaten Badung
Bali, pemerintah pusat maupun daerah semestinya
melakukan releksi, kenapa konsep yang sangat baik
dan strategis ditolak masyarakat. Masyarakat Bali tidak
sepenuhnya menolak kebijakan pemerintah pusat
maupun kebijakan daerah dalam menata kawasan
wisata. Masyarakat Bali menyadari bahwa pariwisata
merupakan denyut nadi kehidupan. Masyarakat
berharap setiap kegiatan pembangunan agar
dilakukan secara transparan dan partisipatif. Mereka
ingin dilibatkan mulai dari perencanaan, pelaksanaan
maupun kontrol sosial dalam setiap pembangunan.
Fernando, Martin-Alcazar; Pedro, M., Romero-Fernandez;
Gonzalo, Sanchez-Gardey;. (2010). Efects of
Diversity on Group Decision-Making Processes: The
Moderating Role of Human Resource Management.
Equality, Diversity and Inclusion: An International
Journal, 491.
Gassman, O. (2001). Multicultural Teams: Increasing
Creativity and Innovation by Diversity. In Creativity
& Innovation Management (pp. 88-95). Blackwell
Publishers Ltd.
Gebert, D., Boerner, S., & Kearney, E. (2006). CrossFunctionality and Innovation in New Product
Development Teams: A Dilemmatic Structure and
Its Consequences for the Management of Diversity.
European Journal of Work and, 431.
Gerben S. Van der Vegt, Onne Janssen. (2003). Joint
Impact of Interdependence and Group Diversity on
Innovation. Journal of Management, 729.
Horwitz, S. K., & Horwitz, I. B. (2007). Team Demography
The Efects of Team Diversity in Team Outcomes:
A Meta-Analytic Review of Team Demography.
Journal of Management, 987.
Johansson, F. (2006). The Medici Efect. Boston: Harvard
Business School Press.
Lauretta , P. M., Lobel, S. A., & Cox, H. T. (1996). Ethnic
Diversity and reativity in Small Groups Small Group
Research 1996 27: 248. Small Group Research , 248.
Lauring, J. (2007). Obstacles to Innovative Interaction:
Communication Management in Culturally
Diverse Organizations . Journal of Intercultural
Communication.
Laursen, K., Mahnke , V., & Vejrup-Hansen, P. (2005).
Do Diferences Make A Diference? The Impact
Of Human Capital Diversity, Experience And
Compensation On Firm Performance In Engineering
Consulting. DRUID Working Paper, 1.
Leibinger, D. (2011, November 13). Diversity, Successfully
Managing Innovation Through Cultural. Retrieved
from http://www.allegra-consulting.com/
López-Fernández, M., & Sánchez-Gardey, G. (2010).
Managing the Efects of Diversity on Social Capital.
Equality, Diversity and Inclusion: An International
Journal, 491.
Lovelace, K., Shapiro , D. L., & Weing, L. R. (2010).
Maximizing Cross-Functional New Product Teams’
Innovativeness and Constraint Adherence: A
Conlict Communications Perspective. The Academy
of Management Journal, 779.
Nai-Wen Chi, Yin-Mei Huang, Shu-Chi Lin. (2009).
Between Organizational Tenure Diversity and Team
Innovation: The Moderating Role of Team-Oriented
HR Practices. Group & Organization Management,
698.
Niebuhr, A. (2010). Migration and innovation: Does
cultural diversity matter for regional R&D activity?
Papers in Regional Science, 563-585.
Orlando , R., Mcmillan, A., Chadwick , K., & Dwyer, S.
(2003). Employing an Innovation Strategy in Racially
Diverse Workforces Efects On Firm Performance.
Group & Organization Management, 107.
Justesen, S. (2007, November 8). Diversity As A Building
Block For Innovation In Europe. Udine, Italia.
Parrotta, P., Pozzoli, D., & Pytlikova, M. (2011). The Nexus
Between Labor Diversity And Firm’s Innovation.
ORFACE MIGRATION Discussion Paper, 1.
King, E., Michelle , H. R., & Beal , D. J. (2009). Conlict and
Cooperation in Diverse Workgroups. Journal of
Social Issues, 261.
Peter Nijkamp, C. O. (2011, April). Immigration and
Innovation in European Regions. DIscussion Paper
Series, pp. 1-30.
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Conclusion and Policy Implications
The impacts of diversity dimensions are varied on various
individual and organizational performances. The pattern
of relationship between one diversity variable and
certain type of outcome cannot be generalized whether
consistently positive, negative, curvilinear, or unrelated.
Based on the observation on the several research across
countries, diversity in education has positive impacts
on organizational outcomes in terms of innovation.
Surprisingly enough, there is no evidence related
to negative and curvilinear relationship. Moreover,
diversity in higher educated/skilled employees has the
strongest impact on administrative innovation, not
administrative innovation such presented in the case of
diversity in banks in the Midwestern U.S. and numbers
of patent application in Denmark. Evidences from the
observed research convince that educational diversity
contributes not only to improve productivity of irms
but also productivity of the regions.
Limited number of available research related to the
impact of educational diversity on innovation becomes
a possible weakness of the generalizability. The
generalizability of the relationship between educational
diversity and innovative performance is possibly
reviewed when the number of empirical research is
higher than present observation. Another weakness
is a lack of representation of public organizations in
the research. Consequently, public managers may use
untested assumption as a basis for diversity policies,
strategies, and actions (Wise & Tschirhart, 2000).
Diferent organizational culture between private and
public organizations is a possible factor that can result
other patterns of relationships.
composition of team members. Since the negative
efects of diversity on team cooperation can decline
overtime, the managers can facilitate and coordinate
team to reduce the potential barriers that may disrupt
communication among team members at the early
age of teams. Team members should be encouraged to
learn from each other and to voice divergent opinions.
To capitalize on the value of diversity, managers should
pay more attention to enhancing collaboration so that
team members can learn from each other and mutually
educate and encourage their colleagues to accomplish
tasks and to promote one another’s success (Post, De
Lia, Ditomaso, Tirpak, & Borwankar, 2009).
Works Cited
Karen A. Bantel, Susan E. Jackson. (1989). Top
Management and Innovations in Banking: Does The
Composition Of The Top Team Make A Diference?
Strategic Management Journal, 107.
(2006). Managing Diversity, Measuring Success. London:
Chartered Institute of Personnel and Development.
(2011, November 13). Global Diversity and Inclusion:
Fostering Innovation Through a Diverse Workforce.
New York: Forbes Insight. Retrieved from http://
www.forbesmedia.com
Adler, N. J. (2002). International Dimensions of
Organizational Behavior. Mason: South-Western.
Amabile, T. M. (1998 ). How To Kill Creativity. Harvard
Business Review, 77.
Aparna, J., Erhardt , N. L., & Jackson, S. E. (2003). Recent
Research on Team and Organizational Diversity:
SWOT Analysis and Implications. Journal of
Management, 801.
To improve innovativeness of the organizations,
managers face a dilemma. In one side, they can improve
the competitive advantages the educational diversity
but in another side they have to deal with the negative
efects of the workforce diversity They can either seek
to adopt diversity policies in order to promote creativity
and innovation or they can disregard the diversity
dimension. However, both positive and negative efects
of diversity depend on certain conditions that can be
directly or indirectly managed by the Human Resources
Management function (López-Fernández & SánchezGardey, 2010).
Bassett-Jones, N. (2005). The Paradox of Diversity
Management, Creativity and Innovation. Diversity
Management, Creativity, and Innovation, 169.
Managers can play signiicant roles to supervise
innovative team creation and formulize the best
Bouncken, R. B. (2009). Cultural Diversity in Innovation
Teams: Surface and Deep Level Efects. International
Journal of Business Research, 17-26.
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Bellini, E., I.P. Ottaviano, G., & Pine, D. (2008). Cultural
Diversity and Economic Performance: Evidence
from European Regions. HWWI Research.
Maksud kajian aspek sosial dalam Pemanfaatan Zona
Tradisional Teluk Gilimanuk di Taman Nasional Bali Barat
adalah agar dalam penjabaran Rencana Penegelolaan
Jangka Panjang Taman Nasional Bali Barat khususnya
Pemanfaatan Zona Tradisional Teluk Gilimanuk guna
memantapkan fungsi dan manfaat kawasan, sosial
dan budaya yang serasi dan seimbang dengan ekologi
maupun ekonomi, sesuai peraturan perundangan yang
berlaku. Aspek sosial bermanfaat dalam mengelola
potensi kawasan, memformulasikan kebijakan dan
strategi operasional, menegaskan/penataan batas
zonasi, memberikan arah kegiatan dan jenis kegiatan
dan kesempatan masyarakat sekitar melakukan
aktivitas ekonomi, rekreasi dan ekowisata, pengawasan
dan pengendalian yang dapat dijadikan tools dalam
mengembangkan zona tradisional secara partisipatif.
Tujuan kajian aspek sosial Pemanfaatan Zona Teluk
Tradisional Gilimanuk adalah terakomodasinya
peranserta masyarakat dalam penyusunan Dokumen
”Pemanfaatan Zona Teluk Tradisional Gilimanuk”
sebagai pengintegrasian perencanaan pemanfaatan
ruang zonasi TNBB dengan RTRWP Bali maupun
RTRWK Jembrana. Seluruh stakeholders pada kawasan
Gilimanuk sebagai Kawasan Strategsis memahami dan
memiliki persespsi yang sama dalam pengembangan
program kegiatan ekonomi masyarakat dan
pengawasan dan pengendalian berdasarkan prinsipprinsip konservasi yang seimbang, serasi dan selaras
untuk mempertahan kelestarian ekosistem perairan
secara berkelanjutan
Sesuai dengan hasil Review Rencana Pengelolaan
Taman Nasional Bali Barat periode tanggal 1 April
1997 – 31 Maret 2022; Manajemen pengelolaan Taman
Naman Nasional secara umum diharapakan dapat
memberikan manfaat sebagai berikut :
1. Nilai Ekonomi: Dapat dikembangkan sebagai kawasan yang mempunyai nilai ekonomis, sebagai contoh potensi terumbu karang merupakan sumber
alam yang memiliki produktivitas dan keanekaragaman yang tinggi sehingga membantu meningkatkan kwalitas lingkungan dan habitat berbagai jenis
ikan jika dimanfaatkan akan dapat meningkatkan
pendapatan bagi nelayan, penduduk pesisir bahkan
devisa negara.
2. Nilai Ekologi: Lingkungan biotik dan abiotik di daratan maupun perairan apabila dikelola secara arif dan
bijaksana akan dapat memperbaiki kualitas dan keseimbangan lingkungan.
3. Nilai Estetika: Keindahan alam dapat dikelola sebagai
obyek ekowisata/wisata alam bila dikembangkan
sebagai usaha pariwisata alam bahari maupun
daratan.
4. Nilai
Pendidikan dan Penelitian: Merupakan
obyek dalam pengembangan ilmu pengetahuan,
pendidikan dan penelitian.
5. Nilai Jaminan Masa Depan : Keanekaragaman
sumber daya alam kawasan konservasi baik di
darat maupun di perairan memiliki jaminan untuk
dimanfaatkan secara terbatas bagi kehidupan yang
lebih baik untuk generasi kini dan yang akan datang.
Seiring dengan kebijakan penataan kawasan wisata,
adanya kebijakan akses pemanfaatan Taman Nasional
Bali Barat, khususnya Zona Tradisional Teluk Gilimanuk
sebagai Kawasan pariwisata, penulis sebagai salah satu
Tim Penyusun Buku ”Pemanfaatan Zona Tradisional
Teluk Gilimanuk” memandang perlu melakukan kajian
aspek sosial dalam penetapan ”Pemanfaatan Zona
Tradisional Teluk Gilimanuk”.
Metode Penelitian
Dalam studi pembangunan diperlukan kajian sosial, hal
ini dilakukan karena aspek sosial sering menghambat
implementasi kebijakan pemerintah di daerah. Untuk
menggali aspek sosial dalam pemanfaatan Zona
Tradisional Teluk Gilimanuk dengan memberi akses
pada masyarakat, maka strategi yang digunakan
adalah penelitian qualititative research. Menurut John
W. Creswell, ( dalam Amandus Jong Tallo dan Anselmus
Tallo : 2013) pendekatan kualitatif adalah suatu proses
penyelidikan untuk memahami masalah sosial atau
masalah manusia, berdasarkan penciptaan gambar
holistic yang dibentuk dengan kata-kata, melaporkan
pandangan informan secara terperinci, dan disusun
dalam sebuah latar ilmiah. Untuk menunjukan pemanfaat
Zona pada Balai Taman Nasional dalam setiap aktivitas
masyarakat, pertama-tama dilakukan wawancara
semi terstuktur pada orang kunci (key informan) yang
mengetahui hal-hal yang berkaitan dengan tema
dalam pemanfaatan Zona Tradisional Teluk Gilimanuk.
Key informan selanjutnya akan merekomendasikan
informan lain yang berkaitan Konsep Tri Hita Karana
yaitu hubungan Mnusia dengan Tuhan Yang Maha Esa,
hubungan manusia dengan manusia dan hubungan
manusia dengan alam lingkungan.
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31/12/2013 16:00:37
Pengumpulan data dilakukan melalui observasi, studi
pustaka dan wawancara. Wawancara dilakukan dengan
Bendesa Desa Pekraman sebagai tokoh yang dituakan
dalam Masyarakat Gilimanuk, serta tokoh masyarakat
yang mengetahui permasalahan dalam Pemanfaatan
Zona Tradisional Teluk Gilimanuk. Data hasil wawancara
yang sudah diperoleh, kemudian di rekap, sehingga
menghasilkan pandangan masyarakat tentang
pemanfaatan Pemanfaatan Zona Tradisional Teluk
Gilimanuk dalam Konsep Tri Hita Karana.
didalam kawasan Taman Nasional Bali Barat adalah
jenis Banteng (Bos javanicus), Rusa (Cervus timorensis),
penyu Rider (Lepidochelys olivaceae). Beraneka ragam
jenis lora dan fauna yang dilindungi Undang-Undang
juga terdapat beraneka ragam jenis ekosistem yaitu
ekosistem hutan savana, hutan hujan tropika, hutan
musim dan hutan mangrove serta ekosistem terumbu
karang yang sangat menarik bagi wisatawan dan
peneliti untuk melakukan pengkajian, budi daya untuk
kesejahteraan bagi manusia.
Pengolahan data dilakukan dengan metode diskriptif
dan komparatif. Data-data yang telah terkumpul
dikelompokan secara sistematis dan disbanding
bandingkan satu dengan lainnya sehingga diperoleh
kesimpulan.
Salah satu Kawasan wisata di Pulau Bali yang mulai
banyak dilirik wisatawan adalah Zona Tradisional Teluk
Gilimanuk yang populer dengan sebutan ”Karang Sewu”.
Teluk Tradisional Gilimanuk merupakan salah satu lokasi
wisata yang berada di Balai Taman Nasional Bali Barat.
Zona tradisional kawasan Perairan Teluk Gilimanuk
berdasarkan Surat Keputusan Direktur Jenderal
perlindungan Hutan dan Konservasi Alam Nomor : Sk.
143/IV-KK/2010 tanggal 20 September 2010 tentang
Zonasi Taman Nasional Bali Barat mempunyai luas
259,038 Ha meliputi seluruh perairan Teluk Gilimanuk
kecuali 50 M dari pantai Pulau Kalong, Pulau Burung,
Pulau gadung, dan 150 m dari pantai daratan utama
Teluk lumpur kearah Timur dan kearah Utara hingga
pantai Lama, batu Payung dan Teluk Buaya.
Kajian Pustaka
Indonesia banyak memiliki Kawasan lindung yang indah
menjadi incaran wisatawan untuk sekedar menikmati
hingga memanfaatkan sebagai kawasan wisata. Salah
satu kawasan wisata yang memanfaatkan kawasan
lindung adalah Taman Nasional.Taman Nasional
merupakan kawasan pelestarian alam yang mempunyai
fungsi pelestarian sistem penyangga kehidupan,
pelestarian sumber daya genetik dan pemanfaatan
secara lestari (Menteri Kehutanan :2007). Sementara
itu dalam Peraturan Menteri Kehutanan Nomor: P.03/
Menhut-II/2007 tanggal 1 Pebruari 2007 tentang
Organisasi dan Tata Kerja Unit Pelaksana Teknis Balai
Taman Nasional; Balai Taman Nasional Bali Barat diberi
tugas mengelola kawasan Taman Nasional Bali Barat
seluas 19.002,89 Ha. terdiri kawasan daratan seluas
15.587,89 Ha dan kawasan perairan seluas 3.415 Ha.
Tipe ekosistem asli yang terdapat di dalam kawasan
Taman Nasional Bali Barat meliputi wilayah perairan,
mangrove, padang lamun dan pesisir, sedangkan
ekosistem daratan mulai dari ekonsistem pantai, savana,
hutan hujan dataran rendah dan hutan pegunungan.
Pengelolan Taman Nasional berdasarkan sistem zonasi
untuk tujuan penelitian, ilmu pengetahuan, pendidikan,
menunjang budidaya, pariwisata dan rekreasi alam.
Menurut Menteri Kehutanan; Keberadaan Taman
Nasional Bali Barat tidak terlepas dari potensi
sumber daya genetik yang khas dan endemik Bali
yang dilestarikan yaitu Burung Jalak Bali (Leucopsar
rothschildi). Potensi fauna langka lainnya yang terdapat
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Gambar 1. Lokasi Zona Tradisional Teluk Gilimanuk
Sumber : Bappeda dan PM Kab Jembrana 2012
Secara administrasi pemerintahan Teluk Tradisional
Gilimanuk terletak di wilayah lingkungan Arum Timur
Kelurahan Gilimanuk, Kecamatan Melaya Kabupaten
Jembrana sedangkan secara admininstrasi pengelolaan
hutan termasuk wilayah kerja Resor Polisi Hutan
Ambyarsari, Seksi Pengeloaan Taman nasional Wilayah
I Jembrana Balai Taman Nasional Bali Barat. Secara
geograis Teluk Tradisional Gilimanuk terletak pada
koordinat :
expertise may prevent team members to integrate their
diferent perspectives through collaborative learning.
The impacts of cross functional team diversity on
innovation depend on the collaborative contribution of
each team member that uses multiple perspectives and
knowledge bases (Lovelace, Shapiro, & Weing, 2010).
Based on a research conducted a cross-section of
Germany regions, Niebuhr (2010) concluded that
cultural diversity in terms of nationality has strong
relationship with innovation. The indings suggest that
diferences in knowledge and capabilities of workers
from diverse nationalities enhance performance of
regional R&D sectors. However, this research also results
that education levels are important. The strongest
impact on innovation output is related to diversity
among highly qualiied employees. These results
indicate that cultural diversity of highly skilled labor is
very important to develop new ideas and products.
A broader sample research conducted by Talkea,
Salomob, & Katja (2010). They used empirical sample
on cross-national and focuses on irms which operate in
only one major business area, ofer manufactures goods
(no services) and publicly listed. To minimize intra-irm
hetereogenity, they selected only irms with a dominant
or single-product business from manufaturing
sectors. They concluded that task-oriented of top
management team (TMT) diversity has a signiicant
and positive impact on a irm’s strategic choice to
focus on innovation ields. Task oriented variables used
are educational background, functional background,
industrial background, organization background, and
board tenure. Educational background measures the
maximum educational level of each TMT member
within the categories high school degree, bachelor’s
degree, master’s degree, doctoral degree. Functional
background describes which category most closely
represents a TMT member’s functional specialization.
Using data from 1,775 Danish companies, Østergaard,
Timmermans, & Kristinsson (2011) investigated the
relation between employee diversity and innovation
in terms of gender, age, ethnicity, and education.
The statistical model reveals a positive relation
between diversity in education and gender on the
likelihood of introducing an innovation. They found
a negative efect of age diversity and no signiicant
efect of ethnicity on the irm’s likelihood to innovate.
Furthermore, the statistical model presented a positive
relationship between an open culture towards diversity
and innovative performance. These indings did not
show any curvilinear relationship between diversity
and innovation. Firms with more balanced gender
composition are more likely to innovate compared to
irms with high concentration in one gender. Firms with
a higher number of employees with a higher education
and diversity in the types of educations have a higher
likelihood of innovation. Diversity in age appears to
have either negative or neutral efect, although average
age has no signiicant impact. The study also results no
signiicant efect of ethnical diversity on innovation.
Another related study from Denmark is conducted by
Parrotta, Pozzoli, & Pytlikova (2011). They investigated
the impacts of racial and educational diversity in 14,000
irms per year over from 1996 to 2003. They found strong
evidence that diversity in education/skills and ethnicity
of the labor has positive impacts on the innovation of
irms. The regresion model resulted that a one percent
increase in the educational heterogeneity implies a 2.23
percent increase in the number of patent applications.
Moreover, this result suggests that educated or skilled
foreign labors can contribute to for productivity and
economic growth.
Table 1 The Impact of Educational Diversity on
Innovation in the Observed Research
Sample
Relationship
1.
No. Researchers and Year
Bantel & Jackson
(1989)
Top management
team in 199 banks in
Midwestern region
of the United States
Positive
2.
Niebuhr (2010)
Regional data on
patent
applications in
95 regions across
Germany
Positive
3
Post, De Lia, Ditomaso, 28 innovation teams
Tirpak, & Borwankar
(2009)
Positive
4.
Talkea, Salomob, &
Katja (2010).
Cross-national
manufacturing irms,
operating in only
one major business
area,
publicly listed
Positive
5.
Østergaard,
Timmermans, &
Kristinsson (2011)
1,775 Danish
companies, Denmark
Indirect
positive
6.
Parrotta, Pozzoli, &
Pytlikova (2011).
Denmark, 14,000
irms per year over
from 1996 to 2003
Positive
Edisi 03/Tahun XIX/2013
85
31/12/2013 16:00:38
is associated with high quality idea production,
particularly when group members are heterogeneous
along dimension to the tasks facing the group. Moreover,
Diversity of perspective generates more alternatives and
greater critical evaluation (Bassett-Jones, 2005). Diverse
teams that actually utilized the variety of perspective
present outperformed the homogeneous teams
whereas diverse teams that did not utilize the diversity
performed worse than the homogeneous teams.
The members of functionally diverse teams have less
collaborating learning ability since they tend to rely
on the expertise of individual members rather than
undertaking the more diicult task of learning from one
another (Post, De Lia, Ditomaso, Tirpak, & Borwankar,
2009). Cross functionality does not automatically
contribute to positive impacts on team innovation.
To avoid negative impatcs, cross functionality teams
should separate relationship conlicts and value
conlicts from task conlicts (Gebert, Boerner, & Kearney,
2006). Representation of various educational and
functional backgrounds may provide a team with more
knowledge and expertise. Furthermore, team members
from various backgrounds can also connect the team to
more sources of ideas because the members collectively
possess broader networks than teams that have
homogeneous backgrounds. Finally, representation
from a variety of organizational functions should also
help teams understand a problem’s complexity as well as
address the potential impact of a proposed innovation
throughout the organization.
The Impact of Educational Diversity on Innovative
Performance
Research on the impact of multicultural workforce
diversity related to innovation is relatively scarce. On the
other hand, demand for promoting innovation related
to the impact of diversity has been increasing due to
competition in turbulent markets and environmental
uncertainty (Horwitz, 2007). Since market changes very
quickly, private sectors are in competition to produce
goods and services that will lead market share. Human
capital of the irms plays signiicant role to maintain
irm’s competitiveness to produce goods or services
creatively. Diverse employees can increase competitive
advantages of organizations in terms of organizational
lexibility, creativity, and problem solving (Cox & Blake,
1991).
84
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Many claims arise that human capital diversity becomes
increasingly important in a business environment that
requires competitive advantage coming from innovative
activities. Competitive advantage in the industry seems
to be based on combining skills, which are more
fundamentally diferent (Laursen, Mahnke , & VejrupHansen, 2005). However, although human capital is an
important factor that inluences irm’s innovation, the
composition of human capital that may afect innovative
performance is still unclear (Söllner, 2010).
Based on a research on Top Management Team (TMT)
in Bank located in the midwestern region of the
United States, Bantel & Jackson (1989) concluded
that innovation is positively correlated with team
heterogeneity with respect to age, education, and
functional experience. Only tenure heterogeneity is not
signiicantly correlated with innovation. Innovation was
greater in banks led by more educated managers who
came from diverse functional backgrounds. It indicates
that more innovative organization should have
diverse and highly educated team members. However,
diferent aspects of team composition afect two types
of innovations diferently. Various educational levels
are signiicant for technical innovation that is related
to product and services produced and production
process, but not for administrative innovation. On the
other hand, functional heterogeneity is signiicant for
administrative innovations that is associated to changes
in the organizational structure and the people within the
organization but not for technical innovation. A possible
explanation for high association between education
and technical innovation, more educated management
teams are more proactive in initiating the development
of technical innovations.
Based on study of 28 innovation teams, Post, De Lia,
Ditomaso, Tirpak, & Borwankar (2009) concluded that the
degree of educational diversity among team members
had no detectable inluence on team’s innovative
behavior. However, increasing educational diversity on
a team increases the degree of connective thinking,
so educational diversity appears to have an indirect
positive efect on innovativeness. Therefore, increasing
the educational diversity of team members may foster
innovation through the efects on the team’s range of
problem-solving approaches. This study also suggests
that although functional diversity can help produce
innovation, it also leads to detrimental team dynamics.
Functional diversity provides space to ind innovative
solution for solving complex problem due diferent
expertise of team members. However, the diferences of
Utara
:
08o09’32” LS dan 114o26’36,37” BT
Selatan
:
08o09’32” LS dan 114o26’39,70” BT
Timur
:
08o09’70” LS dan 114o27’57,59” BT
Barat
:
08o10’10,73” LS. dan 114o26’26,58” BT
Menurut data Balai Taman Nasional Bali Barat (2012),
ekosisitem pada zone Teluk Tradisional Gilimanuk
terdiri dari ekosistem daratan berupa hutan mangrove,
ekosistem hutan pantai, ekosistem hutan musim,
ekosistem hutan hujan dataran rendah, ekosistem
evergreen, dan ekosistem savana. Sedangkan tipe
ekosistem perairan meliputi ekosistem coral reef,
ekosistem padang lamun, ekosistem pantai berpasir,
ekosistem perairan laut dangkal, dan ekosistem perairan
taut. Iklim kawasan zona pemanfaatan tradisional
diperairan Teluk Gilimanuk berdasarkan klasiikasi
Schmit & Ferguson termasuk tipe iklim E, dimana bulan
hujan hanya berlangsung dari Desember sampai April,
curah hujan rata-rata tahunan kurang dari 1.500 mm
dengan kelembaban udara dibawah 55 %.
Geologi dan tanah yang membentuk kawasan ini
merupakan batuan Andesit termasuk formasi batuan
klatakan - merboek sedangkan jenis tanah merupakan
endapan aluvial coklat kelabu berpasir mempunya sifat
remah dan jerap air yang rendah hal ini mengakibatkan
zona ini tidak cocok untuk budi daya dan rehabilitasi
kurang berhasil.
Kondisi topograi zona pemanfaatan tradisonal kawasan
perairan Taman Nasional Bali Barat secara keseluruhan
datar dengan kelerengan 0 - 2 % dan ketinggian tempat
antara 0 - 250 m diatas permukaan laut. Hidrologi daerah
ini sebagaian besar merupakan daerah perairan yang
terletak disekitar Teluk Gilimanuk kondisi sirkulasi air
laut sangat cepat mengikuti kondisi peraiaran Selat Bali
hal ini berpengaruh pada tipe vegetasi hutan mangrove
dan terumbu karang yang ada.
Potensi
wisata
yang
memungkinkan
untuk
dikembangkan
dikawasan
zona
pemanfaatan
tradisional ini adalah atraksi wisata alam berupa
penyediaan jasa wisata tirta seperti penyewaan kano,
berperahu tradisional, lomba perahu tradisional, wisata
pendidikan, wisata ke Pulau Burung dan sekitarnya, tour
mangrove dan bird wathcing, sedangkan didaratan
dapat dilakukan aktiitas rekreasi keluarga, penyewaan
tikar, warung makanan dan minuman ringan dengan
konsep alamiah dan tidak permanen.
Dalam Perda Nomor 11 Tahun 2012 tentang RTRW
Kabupaten Jembrana 2012-2032 disebutkan Sesuai
dengan visi jangka panjang pembangunan Kabupaten
Jembrana untuk mewujudkan Jembrana yang
Jagadhita berlandaskan Tri Hita Karana membutuhkan
penataan ruang wilayah secara terpadu yang hijau,
lestari, aman, nyaman, produktif, dan berkelanjutan
berlandasarkan kebudayaan Bali; diperlukan kearifan
lokal dalam pelaksanaan penataan ruang wilayah secara
terpadu meliputi perencanaan tata ruang, pemanfaatan
ruang, dan pengendalian pemanfaatan ruang untuk
dapat mengarahkan struktur dan pola ruang wilayah
Kabupaten Jembrana yang memberikan manfaat bagi
semua kepentingan, yang dilaksanakan secara bersama
oleh pemerintah, masyarakat, dan/atau dunia usaha.
Berdasarkan peraturan perundang-undangan yang
berlaku (UU No. 5 tahun 1990, PP. No. 36 tahun 2010)
pengelolaan Taman Nasional dilaksanakan oleh
Pemerintah, namun hak mengelolanya dapat diberikan
kepada Swasta maupun kelompok secara kolaboratif
bekerjasama Masyarakat disekitar kawasan Taman
Nasional Bali Barat, hal ini dimaksudkan sebagai bentuk
keberpihakan Pemerintah kepada masyarakat dalam
turut serta berpartisipasi aktif dalam pembangunan
kehutanan sesuai visi Kementerian Kehutanan ”Hutan
Lestari Masyarakat Sejahtera yang Berkeadilan”.
Adapun sasaran yang hendak diwujudkan
berikut :
sebagai
1. Menjamin terpeliharanya proses ekologis yang
seimbang menunjang sistem penyangga kehidupan
bermapaat bagi kelangsungan pembangunan dan
kesejahteran masyarakat sekitar kawasan Taman
Nasional Bali Barat
Gambar 2.Rencana Akomodasi Wisata di Teluk Gilimanuk
Sumber : Bappeda dan PM Kab Jembrana 2012
2. Pemanfaatan sumber daya alam secara tearah dan
terkendali untuk menjamin kelestarian manfaat dan
berkelanjutan.
Edisi 03/Tahun XIX/2013
5
31/12/2013 16:00:39
3. Terpeliharanya keanekaragaman sumber genetik
dan tipe-tipe ekosistem sehingga mampu
menunjang kehidupan masyarakat, pembangunan,
ilmu pengetahuan dan teknologi dan ecotourism,
seni dan budaya
Seseuai UU No. 27 tahun 2007 dimana sebagai kawasan
Taman Nasional Bali Barat mempunyai potensi perairan
sekaligus merupakan bagian Kawasan Konservasi
Perairan yang sudah exissting dimana peneglolaannya
sudah lebih permanen, dalam pengelolaan kawasan
pesisir dan pulau - pulau kecil dimasukan kedalam
Jejaring Kawasan Komservasi Perairan (JKKP Bali) yang
dalam progresnya dalam tahun 2012 penyelesaian
cetak biru (blue print) pengelolaan Jejaring Kawasan
Konservasi Perairan Bali (JKKP Bali).Landasan hukum
kebijakan pengelolaan Taman Nasional Bali Barat yang
dituangkan dalan rencana pengelolaan jangka panjang
adalah UU No. 5 tahun 1990 tentang Konservasi
Sumberdaya Alam Hayati dan Ekosistemnya dan PP.
No. 36 tahun 2010 tentang pengusahan pariwisata
di Taman Nasional, Taman Wisata Alam dan Taman
Hutan Raya, serta kebijakan Pembangunan Kehutanan
Propinsi Bali yang ditindak lanjuti dengan Peraturan
menteri Kehutanan No. 48 Tahun 2010 tentang tata
cara pengajuan Ijin Pengusahaan pariwisata alam Di
Taman Nasional, Taman Wisata alam dan Taman Hutan
raya mengatur bahwa pemberian hak pengelolaan/
pengusahaan pariwisata alam dapat diberikan kepa
badan usaha, kopersai, kelompok masyarakat maupun
lembaga dalam bentuk penyediaan sarana pariwisata
alam dan penyediaan jasa wisata alam.
Berdasarkan Peraturan Menteri Kehutanan Nomor : 56
/Menhut-II/2006 bahwa kegiatan masyarakat yang ada
ketergantunganya dengan sumber daya alam yang
dapat dilakukan pada zona tradisional antara lain :
Perlindungan dan pengamanan
Inventarisasi dan monitoring jenis yang dimanfaatkan oleh masyarakat
Pembinaan habitat dan populasi
Undang-Undang No. 10 tahun 2009 tentang
Kepariwisataan mengatur jenis usaha yang dapat
dikembangkan dalam pembinaan obyek baik dalam
bentuk Daerah Tujuan Wisata (DTW) dann penetapan
Kawasan Daerah Tujuan Wisata Kabupaten/Kota
(KDTWK) maupun sebagai penetapan Obyek Wisata
(OW), maka jenis-jenis usaha yang dapat dikembangkan
dikawasan perairan teluk Gilimanuk adalah sebagai
berikut :
Penyediaan Jasa wisa Tirta
Penyediaan jasa Makanan dan minuman wisata
Penyediaan jasa informasi wisata
Penyedian jasa wisata alam
Penyediaan jasa pemandu wisata alam
Penyediaan jasa wisata spiritual
Dan lain-lain
Untuk menyelaraskan beberapa peraturan perundangundangan tersebut diatas dengan kebijakan pemerintah
daerah terutama dalam penataan ruang sesuai Peraturan
Daerah Propinsi Bali No. 16 tahun 2009 dijadikan acuan
pula dalam masukan ini, khusunya pada pasal 49 ayat
5 ditegaskan kawasan Taman Nasional Bali Barat seluas
19.002,89 ha meliputi wilayah daratan dan perairan
laut berlokasi di Desa Penginuman, Kecamatan Melaya
Kabupaten Jembrana dan di Desa Sumberkima dan
Desa Sumber klampok Kecamatan Gerokgak Kabupaten
Buleleng menjadi wilayah yang harus dipertahankan.
Didalam Rencana Tata Ruang Wilayah Provinsi Bali
kawasan Gilimanuk ditetapkan sebagai kawasan
strategis dengan fungsi perhubungan, ekonomi dan
pariwisata dimana kawasan Taman Nasional Bali Barat
termasuk didalamnya. Didalam rencana pengelolaan
jangka panjang /rencana karya pengelolaan Taman
Nasional Bali Barat fungsi sosial kawasan terhadap
masyarakat penyangga telah diatur pula keberadaan
masyarakat dan atau lembaga masyarakat, baik untuk
kepentingan pengembangan lembaga pemerintah,
masyarakat maupun swasta.
Penelitian dan pengembangan
Pemanfaatan potensi dan kondisi sumberdaya alam
sesuai dengan kesepakatan dan ketentuan yang berlaku
6
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Pembahasan
Perkembangan pemanfaatan ruang dipengaruhi oleh
aktivitas manusia, perkembangan jumlah penduduk,
4. Creativity as a process.
Creativity is a process of generating and testing
ideas. The creative process may or may not yield a
new product or process and individual can play different roles in the process.
5. Integrated view perspective. Creativity is a function
of the interaction among people, their environment,
as well as their task.
Related to the integrated view perspective, Johansson
(2006) concluded that creativity or a large number
of extraordinary new ideas can be created from an
intersection of ields, disciplines, or cultures. Innovation
requires interactive process that often involves
communication and interaction among employees
in the organization (Østergaard, Timmermans,
Kristinasson, 2011). World changing discoveries come
from the interaction of various dimensions of diversity.
Mutual interaction and communication across cultural
boundaries plays signiicant role to activate innovative
potency (Lauring, 2007). For example, the invention of
DNA structure was supported not only by diversity of
educational background but also diversity of nationality,
institutions, and gender.
However, various barriers may prevent inding intersection or interaction. Based on research conducted on 14
Danish companies, insuicient language skills is the
primary barrier to interaction (Lauring, 2007). Subsequently, the communication across cultural boundaries
becomes one of the basic preconditions for the development of an innovative international environment. Unfortunately, communication in culturally diverse organizations is often a complicated matter. Another possible
barrier is lack of cohesiveness of team since diversity
could cause conlict among employees. However, when
it is efectively handled, it can lead to improved creative
problem-solving and decision-making. King, Michelle
, & Beal (2009) argued that the efects of demographic
heterogeneity led to group norms emphasizing lower
cooperation, but the efects weakened over time. They
concluded that the negative efects of demographic diversity would be strongest for team newcomers and for
newly developed teams, but the efects would actually
be positive in the long run.
Workforce diversity has broad dimensions but it can
be grouped in two common dimensions including
demographic diversity and human capital diversity
(López-Fernández
&
Sánchez-Gardey,
2010).
Demographic diversity dimensions is related to age,
gender, and race/ethnicity while human capital diversity
is refered to the set of knowledege, skills, experience,
and values possesed by group members. Diversity
in human capital plays signiicant role to leverage
innovative performance. The human capital is afected
by diversity in the composition of employees and
their interaction (Laursen, Mahnke , & Vejrup-Hansen,
2005). For example, racial diversity is positively related
to innovation under the condition of high variation in
involvement where minority employees are equally
or more active in involvement behaviors than their
majority counterparts (Yang & Conrad, 2011). However,
racial diversity is unrelated to innovation when level of
employee involvement is low or under the condition of
high level with low variation in involvement. Based on
a research in 177 banks, the relationship between racial
diversity and performance is conditional and depends
on the level of innovativeness in a irm (Orlando ,
Mcmillan, Chadwick , & Dwyer, 2003). When racial
diversity increases in banks with high in innovativeness,
performance is enhanced. In contrast, performance for
banks low in innovativeness decreases as racial diversity
is increased.
As seen from the above studies, the power of diversity on
innovation is belong to the diversity itself, not similarity.
The beneits of diversity to innovation depend on how
much collective diference as on aggregate ability.
Thinking diferently is required to ind new and better
solutions, and innovation. Large pool of knowledge,
skills, life experience, perspectives, and expertise could
be available in workplaces that promote diversity.
Heterogeneity has positive impact on generating and
sharing various ideas but it also prevents the team
members to achieve consensus, even more it can cause
conlict among team members.
Cognitive diversity among heterogeneous members
promotes creativity, innovation, and problem solving,
and thus results in superior performance relative to
cognitively homogeneous teams (Horwitz, 2007).
Positive efects come basically from the cognitive
side of group working. Diferent mental models and
ways of perceiving and interpreting information
coincide in diverse groups, which are able to generate
more alternatives to decide and solve problems
(Martin-Alcazar, Romero-Fernandez, Sanchez-Gardey,
2010). Lauretta , Lobel, & Cox (1996) concluded that
heterogeneity of team member characteristics is
related to various perspectives. Variety in perspectives
Edisi 03/Tahun XIX/2013
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31/12/2013 16:00:40
1996). Actual productivity of multicultural teams is
inluenced by how well the teams can manage resources
they have and minimize faulty process.
In economic perspective, diversity has a positive
relationship with regional productivity. In a study of
the economic value of cultural diversity in the U.S.,
Ottaviano and Peri (2006) argue that cultural diversity
has positive impacts on the productivity of natives. A
more multicultural urban environment makes US-born
citizens more productive. The indings of this study are
consistent with those of Bellini, I.P. Ottaviano, & Pine,
(2008) in Europe. Common sense seems to dictate
that skills of foreign workers might complement those
of native labor force. Another possible explanation,
the foreign workers may provide services that are not
perfectly substitutable with those of natives. However,
higher regional productivity may be also inluenced by
the demographics of regions such as higher education,
higher international experience, and higher exposure to
culture and news. People who have these characteristics
may be more appreciative to diversity. In such regions,
productivity is not inluenced by diversity but tolerant
citizens.
A study of the implication of diversity for organizational
competitivenss by Cox and Blake (1991) illustrated the
cost of diversity where failure to manage women and
racio-ethnic minorities is accociated with high turnover
and absenteesm. On the other hand, organizational
accomodation to diversity such as sponsoring child care
and greater lexible work schedulling contributes to
reduce absenteeism. Based on the result of the study,
these scholars suggest that the organization should
invest on managing workforce diversity in order to
anticipate the higher costs or to gain more beneits
associated with diversity.
Theoretical Framework
Innovation cannot be separated from creativity as it is
an essential part of the process of innovating. According
to Serrat (2009), creativity plays a signiicant role in the
innovation process and it is a creator and sustainer of
performance and change. Moreover, Johansson (2006)
claims that creativity consists of new and valuable
ideas while innovation come from creative ideas that
had become realized. The essence of Johansson’s
argument is that not all creative ideas become
innovation. With regards to creativity within individual,
Amabile (1998) deines three elements of creativity.
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First is expertise which is associated with knowledgetechnical, procedural and intellectual. Second is intrinsic
motivation that refers to an inner drive for problem
solving which gives an individual satisfaction without
rewards. Third element is creative thinking skills which
relates to how people approach problems.
Figure 1 Three Components of Creativity
penyediaan infra struktur dan sarana prasarana
pendidikan, kesehatan sosial keagamaan, lingkungan
dan pemukiman maupun fasilitas umum lainnya seperti
kawasan pariwisata. Dilihat dari asal muasal penduduk
yang bermukim diwilayah kelurahan Gilimanuk sangat
beragam mereka berasal dari suku Jawa, Madura, Bali,
Bugis, Sunda dan lain-lain, berdasarkan data statistik
jumlah penduduk Gilimanuk (Tahun 2012) mencapai
8.626 jiwa dengan tingkat kepadatan penduduk ratarata 31.118 Jiwa/Km2 . Kondisi kependudukan ini sangat
perlu dipertimbangkan dalam aspek sosial penataan
Zona Tradisional Teluk Gilimanuk.
Gambar 3. Peta Citra Kepadatan Penduduk Gilimanuk.
Source: Amabile, 1998.
After looking at several studies, it is assumed that there
is no single deinition of creativity because creativity is
commonly viewed by diferent settings or perspectives.
In line with the concept of creativity, Dendhardt, &
Aristigueta (2009) summarized ive prespectives of
creativity as follows:
1. Creativity as a trait.
People have inborn characteristics that inluence them
to be creative. Some people may have traits that make
them naturally creative and they would probably be creative wherever they are situated.
2. Creativity as cognitive skills an abilities.
Creative is based on conceptual ski
New Millennium: Prospects for Research. Review of
Public Personnel Administration, 44.
Post, C., De Lia, E., Ditomaso, N., Tirpak, T. M., & Borwankar,
R. (2009). Capitalizing on Thought Diversity for
Innovation. Technology Management, 14.
Serrat, O. (2009). Harnessing Creativity and Innovation
in the Workplace. Knowledge Solution. ASian
Development Bank.
Söllner, R. (2010, April 27). Human Capital Diversity
and Product Innovation: A Micro-Level Analysis.
International Schumpeter Society Conference 2010
on. Aalborg.
Talkea, K., Salomob, S., & Katja, R. (2010). How Top
Management Team Diversity Afects Innovativeness
and Performance Via The Strategic Choice to Focus
on Innovation Fields. Research Policy, 907.
Van der Vegt , G. S., & Janssen, O. (2003). Joint Impact
of Interdependence and Group Diversity on
Innovation. Journal of Management , 729.
Wise, L. R., & Tschirhart, M. (2000). Examining Empirical
Evidence on Diversity Efects: How Useful Is
Diversity Research for Public-Sector Managers?
Public Administration Review, 386.
Yang Yang, Alison M. Conrad. (2011). Diversity and
Organizational Innovation: The Role of Employee
Involvement. Journal of Organizational Behavior,
1062.
PENGANTAR REDAKSI
Quo Vadiz Pariwisata? Demikian judul yang diangkat dalam Majalah Perencanaan Pembangunan edisi kali ini. Secara
sederhana Quo Vadiz Pariwisata dapat di Indonesiakan sebagai Kemanakah arah pembangunan kepariwisataan di
Indonesia? Data menunjukkan potensi pariwisata di Indonesia masih belum dioptimalkan, berdasarkan laporan yang
dimuat dalam The Travel and Tourism Competitiveness Report 2013, peringkat daya saing pariwisata nasional berada
pada rangking ke 70 dari 140 negara. Peringkat ini masih di bawah Singapura (10), Malaysia (34), dan Thailand (43).
Rantai sektor pariwisata tidak dapat dilepaskan dari sektor pembangunan lainnya. Penciptaan nilai tambah sektor
pariwisata sangat berkaitan erat dengan paradigma pembangunan nasional dimana tujuan akhirnya adalah untuk
mensejahterakan rakyat dan menjadikan bangsa Indonesia menjadi bangsa yang maju dan bermartabat sepanjang
zaman. Pembangunan infrastruktur, sumber daya manusia, serta lingkungan yang berkelanjutan merupakan sektorsektor penting yang mengiringi pencapaian sektor pariwisata agar dapat dioptimalkan. Tidak kalah penting adalah
visi sektor pariwisata agar komersialisasi sumber daya alam tidak menjadikan investor mengambilalih dan menjadi
predator bagi masyarakat sekitar yang telah menjaga keindahan alam. Prinsipnya, keindahan alam boleh dijual dan
dikomersialisasikan tapi tidak untuk pengambilalihan, karena semua kembali untuk kesejahteraan rakyat.
Beragam tulisan pilihan redaksi menyoroti kinerja sektor pembangunan. Proses pembangunan yang tiada henti
tersebut harus didasarkan semangat atau nilai (values) untuk selalu melakukan perbaikan (continous improvement)
dan mencapai kinerja yang lebih baik (better performance) dari waktu ke waktu. Kedua semangat ini perlu didukung
dengan kegiatan evaluasi yang merupakan salah satu upaya untuk mengetahui kekurangan dan kelebihan
pembangunan yang telah dan sedang dilaksanakan termasuk dalam penyelesaian permasalahan yang muncul dari
suatu kebijakan pembangunan.
Edisi III tahun 2013 Majalah Perencanaan Pembangunan ini menampilkan delapan tulisan yang dapat dikategorikan
sebagai evaluasi dan pembelajaran dari pelaksananaan kebijakan pembangunan, serta upaya perbaikan ke depan.
Substansi kedelapan tulisan tersebut saling terkait, sektor pariwisata yang memiliki potensi luar biasa membutuhkan
dukungan dari sektor pembangunan lainnya seperti sektor sosial budaya, ekonomi dan moneter, sumber daya
manusia, dan upaya penanganan permasalahan lingkungan termasuk pendidikan tentang penanganan bencana
alam.
Sejatinya sudah banyak tulisan tentang permasalahan di atas. Namun, mengingat pembangunan merupakan proses
yang terus menerus dan tidak pernah berhenti sepanjang kehidupan manusia, maka diharapkan tulisan-tulisan
dalam edisi III dapat memberikan informasi atau hal-hal baru bagi para pembaca, khususnya bagi para perencana
pembangunan dalam melaksanakan tugas dan memberikan kontribusi yang terbaik bagi kemajuan Indonesia.
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ASPEK SOSIAL DALAM PENGEMBANGAN
TELUK TRADISIONAL GILIMANUK
Tantangan di Era Kebangkitan Nasional Kedua
Christian R. Østergaard, Bram Timmermans, Kari
Kristinsson. (2011). Does a diferent view create
something new? The efect of employee diversity
on innovation. Research Policy, 500.
Corinne Post, m. D. (2009). Capitalizing on Though
Diversity for Innovation. Research Technology
Management, 14-25.
Dendhardt, R. B., Dendhardt, J. V., & Aristigueta, M. P.
(2009). Human Managing Behavior in Public and Non
Proit Organizations. SAGE Publication, Inc.
Ferhan Karabacakoglu, Mustafa Özbilgin. (2010).
Ericsson: the Business Case. In Cases in Strategic
Management. London: McGraw-Hill.
Sunata, Inyoman, Drs., Mpd *)
Email: sunnym_bappeda@yahoo.com
Abstract
Ketika geliat Pariwisata Provinsi Bali telah menempatkan
Pulau Seribu Pura sebagai Primadona Daerah Tujuan
Wisata di Dunia; pengembangan kepariwisataan Bali
memerlukan kawasan wisata yang memadai, akibatnya
penetapan kawasan pariwisata sering merambah tempattempat yang semestinya wajib dijaga kelestariannya.
Banyak program pemerintah dalam menata kawasan
wisata mendapat penolakan dari masyarakat misanya:
Penetapan Kawasan Strategis Nasional Besakih, dan
Reklamasi Teluk Benua Kabupaten Badung Bali. Salah satu
kawasan lindung yang dibuka untuk kawasan Pariwisata
adalah Zona Tradisional Teluk Gilimanuk. Berdasarkan
Surat Keputusan Direktur Jenderal perlindungan Hutan
dan Konservasi Alam Nomor : Sk. 143/IV-KK/2010 tanggal
20 September 2010 tentang Zonasi Taman Nasional
Bali Barat; Zona Tradisional Teluk Gilimanuk ditetapkan
sebagai Zona Pemanfaatan. Masyarakat mendukung
kebijakan pemanfaatan Zona Tradisional Teluk Gilimanuk
asal pemerintah memperhatikan kearifan lokal dan
*) Drs. I Nyoman Sunata,M.Pd
- Perencana Utama pada Bappeda dan PM Kabupaten Jembrana
Provinsi Bali
- Anggota Tim Penyusun Buku Kajian Pemanfaatan Zona Tradisional
Teluk Gilimanuk pada Balai Taman Nasional Bali Barat
2
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aspek sosial masyarakat. Penolakan beberapa kebijakan
pemerintah disebabkan karena pemerintah dalam
menetapkan kawasan tidak memeperhatikan aspek sosial
berupa peran serta masyarakat; mulai dari perencanaan
hingga pelaksanaannya.
Kata Kunci: Aspek Sosial, Penetapan Kawasan, dan Zona
Tradisional Teluk Gilimanuk
Pendahuluan
Bercermin dari penolakan masayarakat tentang
Penetapan Kawasan Pura Besakih sebagai salah satu
Kawasan Strategis Nasional Pariwisata (KSPN) dan
penolokan Reklamasi Teluk Benua Kabupaten Badung
Bali, pemerintah pusat maupun daerah semestinya
melakukan releksi, kenapa konsep yang sangat baik
dan strategis ditolak masyarakat. Masyarakat Bali tidak
sepenuhnya menolak kebijakan pemerintah pusat
maupun kebijakan daerah dalam menata kawasan
wisata. Masyarakat Bali menyadari bahwa pariwisata
merupakan denyut nadi kehidupan. Masyarakat
berharap setiap kegiatan pembangunan agar
dilakukan secara transparan dan partisipatif. Mereka
ingin dilibatkan mulai dari perencanaan, pelaksanaan
maupun kontrol sosial dalam setiap pembangunan.
Fernando, Martin-Alcazar; Pedro, M., Romero-Fernandez;
Gonzalo, Sanchez-Gardey;. (2010). Efects of
Diversity on Group Decision-Making Processes: The
Moderating Role of Human Resource Management.
Equality, Diversity and Inclusion: An International
Journal, 491.
Gassman, O. (2001). Multicultural Teams: Increasing
Creativity and Innovation by Diversity. In Creativity
& Innovation Management (pp. 88-95). Blackwell
Publishers Ltd.
Gebert, D., Boerner, S., & Kearney, E. (2006). CrossFunctionality and Innovation in New Product
Development Teams: A Dilemmatic Structure and
Its Consequences for the Management of Diversity.
European Journal of Work and, 431.
Gerben S. Van der Vegt, Onne Janssen. (2003). Joint
Impact of Interdependence and Group Diversity on
Innovation. Journal of Management, 729.
Horwitz, S. K., & Horwitz, I. B. (2007). Team Demography
The Efects of Team Diversity in Team Outcomes:
A Meta-Analytic Review of Team Demography.
Journal of Management, 987.
Johansson, F. (2006). The Medici Efect. Boston: Harvard
Business School Press.
Lauretta , P. M., Lobel, S. A., & Cox, H. T. (1996). Ethnic
Diversity and reativity in Small Groups Small Group
Research 1996 27: 248. Small Group Research , 248.
Lauring, J. (2007). Obstacles to Innovative Interaction:
Communication Management in Culturally
Diverse Organizations . Journal of Intercultural
Communication.
Laursen, K., Mahnke , V., & Vejrup-Hansen, P. (2005).
Do Diferences Make A Diference? The Impact
Of Human Capital Diversity, Experience And
Compensation On Firm Performance In Engineering
Consulting. DRUID Working Paper, 1.
Leibinger, D. (2011, November 13). Diversity, Successfully
Managing Innovation Through Cultural. Retrieved
from http://www.allegra-consulting.com/
López-Fernández, M., & Sánchez-Gardey, G. (2010).
Managing the Efects of Diversity on Social Capital.
Equality, Diversity and Inclusion: An International
Journal, 491.
Lovelace, K., Shapiro , D. L., & Weing, L. R. (2010).
Maximizing Cross-Functional New Product Teams’
Innovativeness and Constraint Adherence: A
Conlict Communications Perspective. The Academy
of Management Journal, 779.
Nai-Wen Chi, Yin-Mei Huang, Shu-Chi Lin. (2009).
Between Organizational Tenure Diversity and Team
Innovation: The Moderating Role of Team-Oriented
HR Practices. Group & Organization Management,
698.
Niebuhr, A. (2010). Migration and innovation: Does
cultural diversity matter for regional R&D activity?
Papers in Regional Science, 563-585.
Orlando , R., Mcmillan, A., Chadwick , K., & Dwyer, S.
(2003). Employing an Innovation Strategy in Racially
Diverse Workforces Efects On Firm Performance.
Group & Organization Management, 107.
Justesen, S. (2007, November 8). Diversity As A Building
Block For Innovation In Europe. Udine, Italia.
Parrotta, P., Pozzoli, D., & Pytlikova, M. (2011). The Nexus
Between Labor Diversity And Firm’s Innovation.
ORFACE MIGRATION Discussion Paper, 1.
King, E., Michelle , H. R., & Beal , D. J. (2009). Conlict and
Cooperation in Diverse Workgroups. Journal of
Social Issues, 261.
Peter Nijkamp, C. O. (2011, April). Immigration and
Innovation in European Regions. DIscussion Paper
Series, pp. 1-30.
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Conclusion and Policy Implications
The impacts of diversity dimensions are varied on various
individual and organizational performances. The pattern
of relationship between one diversity variable and
certain type of outcome cannot be generalized whether
consistently positive, negative, curvilinear, or unrelated.
Based on the observation on the several research across
countries, diversity in education has positive impacts
on organizational outcomes in terms of innovation.
Surprisingly enough, there is no evidence related
to negative and curvilinear relationship. Moreover,
diversity in higher educated/skilled employees has the
strongest impact on administrative innovation, not
administrative innovation such presented in the case of
diversity in banks in the Midwestern U.S. and numbers
of patent application in Denmark. Evidences from the
observed research convince that educational diversity
contributes not only to improve productivity of irms
but also productivity of the regions.
Limited number of available research related to the
impact of educational diversity on innovation becomes
a possible weakness of the generalizability. The
generalizability of the relationship between educational
diversity and innovative performance is possibly
reviewed when the number of empirical research is
higher than present observation. Another weakness
is a lack of representation of public organizations in
the research. Consequently, public managers may use
untested assumption as a basis for diversity policies,
strategies, and actions (Wise & Tschirhart, 2000).
Diferent organizational culture between private and
public organizations is a possible factor that can result
other patterns of relationships.
composition of team members. Since the negative
efects of diversity on team cooperation can decline
overtime, the managers can facilitate and coordinate
team to reduce the potential barriers that may disrupt
communication among team members at the early
age of teams. Team members should be encouraged to
learn from each other and to voice divergent opinions.
To capitalize on the value of diversity, managers should
pay more attention to enhancing collaboration so that
team members can learn from each other and mutually
educate and encourage their colleagues to accomplish
tasks and to promote one another’s success (Post, De
Lia, Ditomaso, Tirpak, & Borwankar, 2009).
Works Cited
Karen A. Bantel, Susan E. Jackson. (1989). Top
Management and Innovations in Banking: Does The
Composition Of The Top Team Make A Diference?
Strategic Management Journal, 107.
(2006). Managing Diversity, Measuring Success. London:
Chartered Institute of Personnel and Development.
(2011, November 13). Global Diversity and Inclusion:
Fostering Innovation Through a Diverse Workforce.
New York: Forbes Insight. Retrieved from http://
www.forbesmedia.com
Adler, N. J. (2002). International Dimensions of
Organizational Behavior. Mason: South-Western.
Amabile, T. M. (1998 ). How To Kill Creativity. Harvard
Business Review, 77.
Aparna, J., Erhardt , N. L., & Jackson, S. E. (2003). Recent
Research on Team and Organizational Diversity:
SWOT Analysis and Implications. Journal of
Management, 801.
To improve innovativeness of the organizations,
managers face a dilemma. In one side, they can improve
the competitive advantages the educational diversity
but in another side they have to deal with the negative
efects of the workforce diversity They can either seek
to adopt diversity policies in order to promote creativity
and innovation or they can disregard the diversity
dimension. However, both positive and negative efects
of diversity depend on certain conditions that can be
directly or indirectly managed by the Human Resources
Management function (López-Fernández & SánchezGardey, 2010).
Bassett-Jones, N. (2005). The Paradox of Diversity
Management, Creativity and Innovation. Diversity
Management, Creativity, and Innovation, 169.
Managers can play signiicant roles to supervise
innovative team creation and formulize the best
Bouncken, R. B. (2009). Cultural Diversity in Innovation
Teams: Surface and Deep Level Efects. International
Journal of Business Research, 17-26.
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Bellini, E., I.P. Ottaviano, G., & Pine, D. (2008). Cultural
Diversity and Economic Performance: Evidence
from European Regions. HWWI Research.
Maksud kajian aspek sosial dalam Pemanfaatan Zona
Tradisional Teluk Gilimanuk di Taman Nasional Bali Barat
adalah agar dalam penjabaran Rencana Penegelolaan
Jangka Panjang Taman Nasional Bali Barat khususnya
Pemanfaatan Zona Tradisional Teluk Gilimanuk guna
memantapkan fungsi dan manfaat kawasan, sosial
dan budaya yang serasi dan seimbang dengan ekologi
maupun ekonomi, sesuai peraturan perundangan yang
berlaku. Aspek sosial bermanfaat dalam mengelola
potensi kawasan, memformulasikan kebijakan dan
strategi operasional, menegaskan/penataan batas
zonasi, memberikan arah kegiatan dan jenis kegiatan
dan kesempatan masyarakat sekitar melakukan
aktivitas ekonomi, rekreasi dan ekowisata, pengawasan
dan pengendalian yang dapat dijadikan tools dalam
mengembangkan zona tradisional secara partisipatif.
Tujuan kajian aspek sosial Pemanfaatan Zona Teluk
Tradisional Gilimanuk adalah terakomodasinya
peranserta masyarakat dalam penyusunan Dokumen
”Pemanfaatan Zona Teluk Tradisional Gilimanuk”
sebagai pengintegrasian perencanaan pemanfaatan
ruang zonasi TNBB dengan RTRWP Bali maupun
RTRWK Jembrana. Seluruh stakeholders pada kawasan
Gilimanuk sebagai Kawasan Strategsis memahami dan
memiliki persespsi yang sama dalam pengembangan
program kegiatan ekonomi masyarakat dan
pengawasan dan pengendalian berdasarkan prinsipprinsip konservasi yang seimbang, serasi dan selaras
untuk mempertahan kelestarian ekosistem perairan
secara berkelanjutan
Sesuai dengan hasil Review Rencana Pengelolaan
Taman Nasional Bali Barat periode tanggal 1 April
1997 – 31 Maret 2022; Manajemen pengelolaan Taman
Naman Nasional secara umum diharapakan dapat
memberikan manfaat sebagai berikut :
1. Nilai Ekonomi: Dapat dikembangkan sebagai kawasan yang mempunyai nilai ekonomis, sebagai contoh potensi terumbu karang merupakan sumber
alam yang memiliki produktivitas dan keanekaragaman yang tinggi sehingga membantu meningkatkan kwalitas lingkungan dan habitat berbagai jenis
ikan jika dimanfaatkan akan dapat meningkatkan
pendapatan bagi nelayan, penduduk pesisir bahkan
devisa negara.
2. Nilai Ekologi: Lingkungan biotik dan abiotik di daratan maupun perairan apabila dikelola secara arif dan
bijaksana akan dapat memperbaiki kualitas dan keseimbangan lingkungan.
3. Nilai Estetika: Keindahan alam dapat dikelola sebagai
obyek ekowisata/wisata alam bila dikembangkan
sebagai usaha pariwisata alam bahari maupun
daratan.
4. Nilai
Pendidikan dan Penelitian: Merupakan
obyek dalam pengembangan ilmu pengetahuan,
pendidikan dan penelitian.
5. Nilai Jaminan Masa Depan : Keanekaragaman
sumber daya alam kawasan konservasi baik di
darat maupun di perairan memiliki jaminan untuk
dimanfaatkan secara terbatas bagi kehidupan yang
lebih baik untuk generasi kini dan yang akan datang.
Seiring dengan kebijakan penataan kawasan wisata,
adanya kebijakan akses pemanfaatan Taman Nasional
Bali Barat, khususnya Zona Tradisional Teluk Gilimanuk
sebagai Kawasan pariwisata, penulis sebagai salah satu
Tim Penyusun Buku ”Pemanfaatan Zona Tradisional
Teluk Gilimanuk” memandang perlu melakukan kajian
aspek sosial dalam penetapan ”Pemanfaatan Zona
Tradisional Teluk Gilimanuk”.
Metode Penelitian
Dalam studi pembangunan diperlukan kajian sosial, hal
ini dilakukan karena aspek sosial sering menghambat
implementasi kebijakan pemerintah di daerah. Untuk
menggali aspek sosial dalam pemanfaatan Zona
Tradisional Teluk Gilimanuk dengan memberi akses
pada masyarakat, maka strategi yang digunakan
adalah penelitian qualititative research. Menurut John
W. Creswell, ( dalam Amandus Jong Tallo dan Anselmus
Tallo : 2013) pendekatan kualitatif adalah suatu proses
penyelidikan untuk memahami masalah sosial atau
masalah manusia, berdasarkan penciptaan gambar
holistic yang dibentuk dengan kata-kata, melaporkan
pandangan informan secara terperinci, dan disusun
dalam sebuah latar ilmiah. Untuk menunjukan pemanfaat
Zona pada Balai Taman Nasional dalam setiap aktivitas
masyarakat, pertama-tama dilakukan wawancara
semi terstuktur pada orang kunci (key informan) yang
mengetahui hal-hal yang berkaitan dengan tema
dalam pemanfaatan Zona Tradisional Teluk Gilimanuk.
Key informan selanjutnya akan merekomendasikan
informan lain yang berkaitan Konsep Tri Hita Karana
yaitu hubungan Mnusia dengan Tuhan Yang Maha Esa,
hubungan manusia dengan manusia dan hubungan
manusia dengan alam lingkungan.
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31/12/2013 16:00:37
Pengumpulan data dilakukan melalui observasi, studi
pustaka dan wawancara. Wawancara dilakukan dengan
Bendesa Desa Pekraman sebagai tokoh yang dituakan
dalam Masyarakat Gilimanuk, serta tokoh masyarakat
yang mengetahui permasalahan dalam Pemanfaatan
Zona Tradisional Teluk Gilimanuk. Data hasil wawancara
yang sudah diperoleh, kemudian di rekap, sehingga
menghasilkan pandangan masyarakat tentang
pemanfaatan Pemanfaatan Zona Tradisional Teluk
Gilimanuk dalam Konsep Tri Hita Karana.
didalam kawasan Taman Nasional Bali Barat adalah
jenis Banteng (Bos javanicus), Rusa (Cervus timorensis),
penyu Rider (Lepidochelys olivaceae). Beraneka ragam
jenis lora dan fauna yang dilindungi Undang-Undang
juga terdapat beraneka ragam jenis ekosistem yaitu
ekosistem hutan savana, hutan hujan tropika, hutan
musim dan hutan mangrove serta ekosistem terumbu
karang yang sangat menarik bagi wisatawan dan
peneliti untuk melakukan pengkajian, budi daya untuk
kesejahteraan bagi manusia.
Pengolahan data dilakukan dengan metode diskriptif
dan komparatif. Data-data yang telah terkumpul
dikelompokan secara sistematis dan disbanding
bandingkan satu dengan lainnya sehingga diperoleh
kesimpulan.
Salah satu Kawasan wisata di Pulau Bali yang mulai
banyak dilirik wisatawan adalah Zona Tradisional Teluk
Gilimanuk yang populer dengan sebutan ”Karang Sewu”.
Teluk Tradisional Gilimanuk merupakan salah satu lokasi
wisata yang berada di Balai Taman Nasional Bali Barat.
Zona tradisional kawasan Perairan Teluk Gilimanuk
berdasarkan Surat Keputusan Direktur Jenderal
perlindungan Hutan dan Konservasi Alam Nomor : Sk.
143/IV-KK/2010 tanggal 20 September 2010 tentang
Zonasi Taman Nasional Bali Barat mempunyai luas
259,038 Ha meliputi seluruh perairan Teluk Gilimanuk
kecuali 50 M dari pantai Pulau Kalong, Pulau Burung,
Pulau gadung, dan 150 m dari pantai daratan utama
Teluk lumpur kearah Timur dan kearah Utara hingga
pantai Lama, batu Payung dan Teluk Buaya.
Kajian Pustaka
Indonesia banyak memiliki Kawasan lindung yang indah
menjadi incaran wisatawan untuk sekedar menikmati
hingga memanfaatkan sebagai kawasan wisata. Salah
satu kawasan wisata yang memanfaatkan kawasan
lindung adalah Taman Nasional.Taman Nasional
merupakan kawasan pelestarian alam yang mempunyai
fungsi pelestarian sistem penyangga kehidupan,
pelestarian sumber daya genetik dan pemanfaatan
secara lestari (Menteri Kehutanan :2007). Sementara
itu dalam Peraturan Menteri Kehutanan Nomor: P.03/
Menhut-II/2007 tanggal 1 Pebruari 2007 tentang
Organisasi dan Tata Kerja Unit Pelaksana Teknis Balai
Taman Nasional; Balai Taman Nasional Bali Barat diberi
tugas mengelola kawasan Taman Nasional Bali Barat
seluas 19.002,89 Ha. terdiri kawasan daratan seluas
15.587,89 Ha dan kawasan perairan seluas 3.415 Ha.
Tipe ekosistem asli yang terdapat di dalam kawasan
Taman Nasional Bali Barat meliputi wilayah perairan,
mangrove, padang lamun dan pesisir, sedangkan
ekosistem daratan mulai dari ekonsistem pantai, savana,
hutan hujan dataran rendah dan hutan pegunungan.
Pengelolan Taman Nasional berdasarkan sistem zonasi
untuk tujuan penelitian, ilmu pengetahuan, pendidikan,
menunjang budidaya, pariwisata dan rekreasi alam.
Menurut Menteri Kehutanan; Keberadaan Taman
Nasional Bali Barat tidak terlepas dari potensi
sumber daya genetik yang khas dan endemik Bali
yang dilestarikan yaitu Burung Jalak Bali (Leucopsar
rothschildi). Potensi fauna langka lainnya yang terdapat
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Gambar 1. Lokasi Zona Tradisional Teluk Gilimanuk
Sumber : Bappeda dan PM Kab Jembrana 2012
Secara administrasi pemerintahan Teluk Tradisional
Gilimanuk terletak di wilayah lingkungan Arum Timur
Kelurahan Gilimanuk, Kecamatan Melaya Kabupaten
Jembrana sedangkan secara admininstrasi pengelolaan
hutan termasuk wilayah kerja Resor Polisi Hutan
Ambyarsari, Seksi Pengeloaan Taman nasional Wilayah
I Jembrana Balai Taman Nasional Bali Barat. Secara
geograis Teluk Tradisional Gilimanuk terletak pada
koordinat :
expertise may prevent team members to integrate their
diferent perspectives through collaborative learning.
The impacts of cross functional team diversity on
innovation depend on the collaborative contribution of
each team member that uses multiple perspectives and
knowledge bases (Lovelace, Shapiro, & Weing, 2010).
Based on a research conducted a cross-section of
Germany regions, Niebuhr (2010) concluded that
cultural diversity in terms of nationality has strong
relationship with innovation. The indings suggest that
diferences in knowledge and capabilities of workers
from diverse nationalities enhance performance of
regional R&D sectors. However, this research also results
that education levels are important. The strongest
impact on innovation output is related to diversity
among highly qualiied employees. These results
indicate that cultural diversity of highly skilled labor is
very important to develop new ideas and products.
A broader sample research conducted by Talkea,
Salomob, & Katja (2010). They used empirical sample
on cross-national and focuses on irms which operate in
only one major business area, ofer manufactures goods
(no services) and publicly listed. To minimize intra-irm
hetereogenity, they selected only irms with a dominant
or single-product business from manufaturing
sectors. They concluded that task-oriented of top
management team (TMT) diversity has a signiicant
and positive impact on a irm’s strategic choice to
focus on innovation ields. Task oriented variables used
are educational background, functional background,
industrial background, organization background, and
board tenure. Educational background measures the
maximum educational level of each TMT member
within the categories high school degree, bachelor’s
degree, master’s degree, doctoral degree. Functional
background describes which category most closely
represents a TMT member’s functional specialization.
Using data from 1,775 Danish companies, Østergaard,
Timmermans, & Kristinsson (2011) investigated the
relation between employee diversity and innovation
in terms of gender, age, ethnicity, and education.
The statistical model reveals a positive relation
between diversity in education and gender on the
likelihood of introducing an innovation. They found
a negative efect of age diversity and no signiicant
efect of ethnicity on the irm’s likelihood to innovate.
Furthermore, the statistical model presented a positive
relationship between an open culture towards diversity
and innovative performance. These indings did not
show any curvilinear relationship between diversity
and innovation. Firms with more balanced gender
composition are more likely to innovate compared to
irms with high concentration in one gender. Firms with
a higher number of employees with a higher education
and diversity in the types of educations have a higher
likelihood of innovation. Diversity in age appears to
have either negative or neutral efect, although average
age has no signiicant impact. The study also results no
signiicant efect of ethnical diversity on innovation.
Another related study from Denmark is conducted by
Parrotta, Pozzoli, & Pytlikova (2011). They investigated
the impacts of racial and educational diversity in 14,000
irms per year over from 1996 to 2003. They found strong
evidence that diversity in education/skills and ethnicity
of the labor has positive impacts on the innovation of
irms. The regresion model resulted that a one percent
increase in the educational heterogeneity implies a 2.23
percent increase in the number of patent applications.
Moreover, this result suggests that educated or skilled
foreign labors can contribute to for productivity and
economic growth.
Table 1 The Impact of Educational Diversity on
Innovation in the Observed Research
Sample
Relationship
1.
No. Researchers and Year
Bantel & Jackson
(1989)
Top management
team in 199 banks in
Midwestern region
of the United States
Positive
2.
Niebuhr (2010)
Regional data on
patent
applications in
95 regions across
Germany
Positive
3
Post, De Lia, Ditomaso, 28 innovation teams
Tirpak, & Borwankar
(2009)
Positive
4.
Talkea, Salomob, &
Katja (2010).
Cross-national
manufacturing irms,
operating in only
one major business
area,
publicly listed
Positive
5.
Østergaard,
Timmermans, &
Kristinsson (2011)
1,775 Danish
companies, Denmark
Indirect
positive
6.
Parrotta, Pozzoli, &
Pytlikova (2011).
Denmark, 14,000
irms per year over
from 1996 to 2003
Positive
Edisi 03/Tahun XIX/2013
85
31/12/2013 16:00:38
is associated with high quality idea production,
particularly when group members are heterogeneous
along dimension to the tasks facing the group. Moreover,
Diversity of perspective generates more alternatives and
greater critical evaluation (Bassett-Jones, 2005). Diverse
teams that actually utilized the variety of perspective
present outperformed the homogeneous teams
whereas diverse teams that did not utilize the diversity
performed worse than the homogeneous teams.
The members of functionally diverse teams have less
collaborating learning ability since they tend to rely
on the expertise of individual members rather than
undertaking the more diicult task of learning from one
another (Post, De Lia, Ditomaso, Tirpak, & Borwankar,
2009). Cross functionality does not automatically
contribute to positive impacts on team innovation.
To avoid negative impatcs, cross functionality teams
should separate relationship conlicts and value
conlicts from task conlicts (Gebert, Boerner, & Kearney,
2006). Representation of various educational and
functional backgrounds may provide a team with more
knowledge and expertise. Furthermore, team members
from various backgrounds can also connect the team to
more sources of ideas because the members collectively
possess broader networks than teams that have
homogeneous backgrounds. Finally, representation
from a variety of organizational functions should also
help teams understand a problem’s complexity as well as
address the potential impact of a proposed innovation
throughout the organization.
The Impact of Educational Diversity on Innovative
Performance
Research on the impact of multicultural workforce
diversity related to innovation is relatively scarce. On the
other hand, demand for promoting innovation related
to the impact of diversity has been increasing due to
competition in turbulent markets and environmental
uncertainty (Horwitz, 2007). Since market changes very
quickly, private sectors are in competition to produce
goods and services that will lead market share. Human
capital of the irms plays signiicant role to maintain
irm’s competitiveness to produce goods or services
creatively. Diverse employees can increase competitive
advantages of organizations in terms of organizational
lexibility, creativity, and problem solving (Cox & Blake,
1991).
84
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Many claims arise that human capital diversity becomes
increasingly important in a business environment that
requires competitive advantage coming from innovative
activities. Competitive advantage in the industry seems
to be based on combining skills, which are more
fundamentally diferent (Laursen, Mahnke , & VejrupHansen, 2005). However, although human capital is an
important factor that inluences irm’s innovation, the
composition of human capital that may afect innovative
performance is still unclear (Söllner, 2010).
Based on a research on Top Management Team (TMT)
in Bank located in the midwestern region of the
United States, Bantel & Jackson (1989) concluded
that innovation is positively correlated with team
heterogeneity with respect to age, education, and
functional experience. Only tenure heterogeneity is not
signiicantly correlated with innovation. Innovation was
greater in banks led by more educated managers who
came from diverse functional backgrounds. It indicates
that more innovative organization should have
diverse and highly educated team members. However,
diferent aspects of team composition afect two types
of innovations diferently. Various educational levels
are signiicant for technical innovation that is related
to product and services produced and production
process, but not for administrative innovation. On the
other hand, functional heterogeneity is signiicant for
administrative innovations that is associated to changes
in the organizational structure and the people within the
organization but not for technical innovation. A possible
explanation for high association between education
and technical innovation, more educated management
teams are more proactive in initiating the development
of technical innovations.
Based on study of 28 innovation teams, Post, De Lia,
Ditomaso, Tirpak, & Borwankar (2009) concluded that the
degree of educational diversity among team members
had no detectable inluence on team’s innovative
behavior. However, increasing educational diversity on
a team increases the degree of connective thinking,
so educational diversity appears to have an indirect
positive efect on innovativeness. Therefore, increasing
the educational diversity of team members may foster
innovation through the efects on the team’s range of
problem-solving approaches. This study also suggests
that although functional diversity can help produce
innovation, it also leads to detrimental team dynamics.
Functional diversity provides space to ind innovative
solution for solving complex problem due diferent
expertise of team members. However, the diferences of
Utara
:
08o09’32” LS dan 114o26’36,37” BT
Selatan
:
08o09’32” LS dan 114o26’39,70” BT
Timur
:
08o09’70” LS dan 114o27’57,59” BT
Barat
:
08o10’10,73” LS. dan 114o26’26,58” BT
Menurut data Balai Taman Nasional Bali Barat (2012),
ekosisitem pada zone Teluk Tradisional Gilimanuk
terdiri dari ekosistem daratan berupa hutan mangrove,
ekosistem hutan pantai, ekosistem hutan musim,
ekosistem hutan hujan dataran rendah, ekosistem
evergreen, dan ekosistem savana. Sedangkan tipe
ekosistem perairan meliputi ekosistem coral reef,
ekosistem padang lamun, ekosistem pantai berpasir,
ekosistem perairan laut dangkal, dan ekosistem perairan
taut. Iklim kawasan zona pemanfaatan tradisional
diperairan Teluk Gilimanuk berdasarkan klasiikasi
Schmit & Ferguson termasuk tipe iklim E, dimana bulan
hujan hanya berlangsung dari Desember sampai April,
curah hujan rata-rata tahunan kurang dari 1.500 mm
dengan kelembaban udara dibawah 55 %.
Geologi dan tanah yang membentuk kawasan ini
merupakan batuan Andesit termasuk formasi batuan
klatakan - merboek sedangkan jenis tanah merupakan
endapan aluvial coklat kelabu berpasir mempunya sifat
remah dan jerap air yang rendah hal ini mengakibatkan
zona ini tidak cocok untuk budi daya dan rehabilitasi
kurang berhasil.
Kondisi topograi zona pemanfaatan tradisonal kawasan
perairan Taman Nasional Bali Barat secara keseluruhan
datar dengan kelerengan 0 - 2 % dan ketinggian tempat
antara 0 - 250 m diatas permukaan laut. Hidrologi daerah
ini sebagaian besar merupakan daerah perairan yang
terletak disekitar Teluk Gilimanuk kondisi sirkulasi air
laut sangat cepat mengikuti kondisi peraiaran Selat Bali
hal ini berpengaruh pada tipe vegetasi hutan mangrove
dan terumbu karang yang ada.
Potensi
wisata
yang
memungkinkan
untuk
dikembangkan
dikawasan
zona
pemanfaatan
tradisional ini adalah atraksi wisata alam berupa
penyediaan jasa wisata tirta seperti penyewaan kano,
berperahu tradisional, lomba perahu tradisional, wisata
pendidikan, wisata ke Pulau Burung dan sekitarnya, tour
mangrove dan bird wathcing, sedangkan didaratan
dapat dilakukan aktiitas rekreasi keluarga, penyewaan
tikar, warung makanan dan minuman ringan dengan
konsep alamiah dan tidak permanen.
Dalam Perda Nomor 11 Tahun 2012 tentang RTRW
Kabupaten Jembrana 2012-2032 disebutkan Sesuai
dengan visi jangka panjang pembangunan Kabupaten
Jembrana untuk mewujudkan Jembrana yang
Jagadhita berlandaskan Tri Hita Karana membutuhkan
penataan ruang wilayah secara terpadu yang hijau,
lestari, aman, nyaman, produktif, dan berkelanjutan
berlandasarkan kebudayaan Bali; diperlukan kearifan
lokal dalam pelaksanaan penataan ruang wilayah secara
terpadu meliputi perencanaan tata ruang, pemanfaatan
ruang, dan pengendalian pemanfaatan ruang untuk
dapat mengarahkan struktur dan pola ruang wilayah
Kabupaten Jembrana yang memberikan manfaat bagi
semua kepentingan, yang dilaksanakan secara bersama
oleh pemerintah, masyarakat, dan/atau dunia usaha.
Berdasarkan peraturan perundang-undangan yang
berlaku (UU No. 5 tahun 1990, PP. No. 36 tahun 2010)
pengelolaan Taman Nasional dilaksanakan oleh
Pemerintah, namun hak mengelolanya dapat diberikan
kepada Swasta maupun kelompok secara kolaboratif
bekerjasama Masyarakat disekitar kawasan Taman
Nasional Bali Barat, hal ini dimaksudkan sebagai bentuk
keberpihakan Pemerintah kepada masyarakat dalam
turut serta berpartisipasi aktif dalam pembangunan
kehutanan sesuai visi Kementerian Kehutanan ”Hutan
Lestari Masyarakat Sejahtera yang Berkeadilan”.
Adapun sasaran yang hendak diwujudkan
berikut :
sebagai
1. Menjamin terpeliharanya proses ekologis yang
seimbang menunjang sistem penyangga kehidupan
bermapaat bagi kelangsungan pembangunan dan
kesejahteran masyarakat sekitar kawasan Taman
Nasional Bali Barat
Gambar 2.Rencana Akomodasi Wisata di Teluk Gilimanuk
Sumber : Bappeda dan PM Kab Jembrana 2012
2. Pemanfaatan sumber daya alam secara tearah dan
terkendali untuk menjamin kelestarian manfaat dan
berkelanjutan.
Edisi 03/Tahun XIX/2013
5
31/12/2013 16:00:39
3. Terpeliharanya keanekaragaman sumber genetik
dan tipe-tipe ekosistem sehingga mampu
menunjang kehidupan masyarakat, pembangunan,
ilmu pengetahuan dan teknologi dan ecotourism,
seni dan budaya
Seseuai UU No. 27 tahun 2007 dimana sebagai kawasan
Taman Nasional Bali Barat mempunyai potensi perairan
sekaligus merupakan bagian Kawasan Konservasi
Perairan yang sudah exissting dimana peneglolaannya
sudah lebih permanen, dalam pengelolaan kawasan
pesisir dan pulau - pulau kecil dimasukan kedalam
Jejaring Kawasan Komservasi Perairan (JKKP Bali) yang
dalam progresnya dalam tahun 2012 penyelesaian
cetak biru (blue print) pengelolaan Jejaring Kawasan
Konservasi Perairan Bali (JKKP Bali).Landasan hukum
kebijakan pengelolaan Taman Nasional Bali Barat yang
dituangkan dalan rencana pengelolaan jangka panjang
adalah UU No. 5 tahun 1990 tentang Konservasi
Sumberdaya Alam Hayati dan Ekosistemnya dan PP.
No. 36 tahun 2010 tentang pengusahan pariwisata
di Taman Nasional, Taman Wisata Alam dan Taman
Hutan Raya, serta kebijakan Pembangunan Kehutanan
Propinsi Bali yang ditindak lanjuti dengan Peraturan
menteri Kehutanan No. 48 Tahun 2010 tentang tata
cara pengajuan Ijin Pengusahaan pariwisata alam Di
Taman Nasional, Taman Wisata alam dan Taman Hutan
raya mengatur bahwa pemberian hak pengelolaan/
pengusahaan pariwisata alam dapat diberikan kepa
badan usaha, kopersai, kelompok masyarakat maupun
lembaga dalam bentuk penyediaan sarana pariwisata
alam dan penyediaan jasa wisata alam.
Berdasarkan Peraturan Menteri Kehutanan Nomor : 56
/Menhut-II/2006 bahwa kegiatan masyarakat yang ada
ketergantunganya dengan sumber daya alam yang
dapat dilakukan pada zona tradisional antara lain :
Perlindungan dan pengamanan
Inventarisasi dan monitoring jenis yang dimanfaatkan oleh masyarakat
Pembinaan habitat dan populasi
Undang-Undang No. 10 tahun 2009 tentang
Kepariwisataan mengatur jenis usaha yang dapat
dikembangkan dalam pembinaan obyek baik dalam
bentuk Daerah Tujuan Wisata (DTW) dann penetapan
Kawasan Daerah Tujuan Wisata Kabupaten/Kota
(KDTWK) maupun sebagai penetapan Obyek Wisata
(OW), maka jenis-jenis usaha yang dapat dikembangkan
dikawasan perairan teluk Gilimanuk adalah sebagai
berikut :
Penyediaan Jasa wisa Tirta
Penyediaan jasa Makanan dan minuman wisata
Penyediaan jasa informasi wisata
Penyedian jasa wisata alam
Penyediaan jasa pemandu wisata alam
Penyediaan jasa wisata spiritual
Dan lain-lain
Untuk menyelaraskan beberapa peraturan perundangundangan tersebut diatas dengan kebijakan pemerintah
daerah terutama dalam penataan ruang sesuai Peraturan
Daerah Propinsi Bali No. 16 tahun 2009 dijadikan acuan
pula dalam masukan ini, khusunya pada pasal 49 ayat
5 ditegaskan kawasan Taman Nasional Bali Barat seluas
19.002,89 ha meliputi wilayah daratan dan perairan
laut berlokasi di Desa Penginuman, Kecamatan Melaya
Kabupaten Jembrana dan di Desa Sumberkima dan
Desa Sumber klampok Kecamatan Gerokgak Kabupaten
Buleleng menjadi wilayah yang harus dipertahankan.
Didalam Rencana Tata Ruang Wilayah Provinsi Bali
kawasan Gilimanuk ditetapkan sebagai kawasan
strategis dengan fungsi perhubungan, ekonomi dan
pariwisata dimana kawasan Taman Nasional Bali Barat
termasuk didalamnya. Didalam rencana pengelolaan
jangka panjang /rencana karya pengelolaan Taman
Nasional Bali Barat fungsi sosial kawasan terhadap
masyarakat penyangga telah diatur pula keberadaan
masyarakat dan atau lembaga masyarakat, baik untuk
kepentingan pengembangan lembaga pemerintah,
masyarakat maupun swasta.
Penelitian dan pengembangan
Pemanfaatan potensi dan kondisi sumberdaya alam
sesuai dengan kesepakatan dan ketentuan yang berlaku
6
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Pembahasan
Perkembangan pemanfaatan ruang dipengaruhi oleh
aktivitas manusia, perkembangan jumlah penduduk,
4. Creativity as a process.
Creativity is a process of generating and testing
ideas. The creative process may or may not yield a
new product or process and individual can play different roles in the process.
5. Integrated view perspective. Creativity is a function
of the interaction among people, their environment,
as well as their task.
Related to the integrated view perspective, Johansson
(2006) concluded that creativity or a large number
of extraordinary new ideas can be created from an
intersection of ields, disciplines, or cultures. Innovation
requires interactive process that often involves
communication and interaction among employees
in the organization (Østergaard, Timmermans,
Kristinasson, 2011). World changing discoveries come
from the interaction of various dimensions of diversity.
Mutual interaction and communication across cultural
boundaries plays signiicant role to activate innovative
potency (Lauring, 2007). For example, the invention of
DNA structure was supported not only by diversity of
educational background but also diversity of nationality,
institutions, and gender.
However, various barriers may prevent inding intersection or interaction. Based on research conducted on 14
Danish companies, insuicient language skills is the
primary barrier to interaction (Lauring, 2007). Subsequently, the communication across cultural boundaries
becomes one of the basic preconditions for the development of an innovative international environment. Unfortunately, communication in culturally diverse organizations is often a complicated matter. Another possible
barrier is lack of cohesiveness of team since diversity
could cause conlict among employees. However, when
it is efectively handled, it can lead to improved creative
problem-solving and decision-making. King, Michelle
, & Beal (2009) argued that the efects of demographic
heterogeneity led to group norms emphasizing lower
cooperation, but the efects weakened over time. They
concluded that the negative efects of demographic diversity would be strongest for team newcomers and for
newly developed teams, but the efects would actually
be positive in the long run.
Workforce diversity has broad dimensions but it can
be grouped in two common dimensions including
demographic diversity and human capital diversity
(López-Fernández
&
Sánchez-Gardey,
2010).
Demographic diversity dimensions is related to age,
gender, and race/ethnicity while human capital diversity
is refered to the set of knowledege, skills, experience,
and values possesed by group members. Diversity
in human capital plays signiicant role to leverage
innovative performance. The human capital is afected
by diversity in the composition of employees and
their interaction (Laursen, Mahnke , & Vejrup-Hansen,
2005). For example, racial diversity is positively related
to innovation under the condition of high variation in
involvement where minority employees are equally
or more active in involvement behaviors than their
majority counterparts (Yang & Conrad, 2011). However,
racial diversity is unrelated to innovation when level of
employee involvement is low or under the condition of
high level with low variation in involvement. Based on
a research in 177 banks, the relationship between racial
diversity and performance is conditional and depends
on the level of innovativeness in a irm (Orlando ,
Mcmillan, Chadwick , & Dwyer, 2003). When racial
diversity increases in banks with high in innovativeness,
performance is enhanced. In contrast, performance for
banks low in innovativeness decreases as racial diversity
is increased.
As seen from the above studies, the power of diversity on
innovation is belong to the diversity itself, not similarity.
The beneits of diversity to innovation depend on how
much collective diference as on aggregate ability.
Thinking diferently is required to ind new and better
solutions, and innovation. Large pool of knowledge,
skills, life experience, perspectives, and expertise could
be available in workplaces that promote diversity.
Heterogeneity has positive impact on generating and
sharing various ideas but it also prevents the team
members to achieve consensus, even more it can cause
conlict among team members.
Cognitive diversity among heterogeneous members
promotes creativity, innovation, and problem solving,
and thus results in superior performance relative to
cognitively homogeneous teams (Horwitz, 2007).
Positive efects come basically from the cognitive
side of group working. Diferent mental models and
ways of perceiving and interpreting information
coincide in diverse groups, which are able to generate
more alternatives to decide and solve problems
(Martin-Alcazar, Romero-Fernandez, Sanchez-Gardey,
2010). Lauretta , Lobel, & Cox (1996) concluded that
heterogeneity of team member characteristics is
related to various perspectives. Variety in perspectives
Edisi 03/Tahun XIX/2013
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31/12/2013 16:00:40
1996). Actual productivity of multicultural teams is
inluenced by how well the teams can manage resources
they have and minimize faulty process.
In economic perspective, diversity has a positive
relationship with regional productivity. In a study of
the economic value of cultural diversity in the U.S.,
Ottaviano and Peri (2006) argue that cultural diversity
has positive impacts on the productivity of natives. A
more multicultural urban environment makes US-born
citizens more productive. The indings of this study are
consistent with those of Bellini, I.P. Ottaviano, & Pine,
(2008) in Europe. Common sense seems to dictate
that skills of foreign workers might complement those
of native labor force. Another possible explanation,
the foreign workers may provide services that are not
perfectly substitutable with those of natives. However,
higher regional productivity may be also inluenced by
the demographics of regions such as higher education,
higher international experience, and higher exposure to
culture and news. People who have these characteristics
may be more appreciative to diversity. In such regions,
productivity is not inluenced by diversity but tolerant
citizens.
A study of the implication of diversity for organizational
competitivenss by Cox and Blake (1991) illustrated the
cost of diversity where failure to manage women and
racio-ethnic minorities is accociated with high turnover
and absenteesm. On the other hand, organizational
accomodation to diversity such as sponsoring child care
and greater lexible work schedulling contributes to
reduce absenteeism. Based on the result of the study,
these scholars suggest that the organization should
invest on managing workforce diversity in order to
anticipate the higher costs or to gain more beneits
associated with diversity.
Theoretical Framework
Innovation cannot be separated from creativity as it is
an essential part of the process of innovating. According
to Serrat (2009), creativity plays a signiicant role in the
innovation process and it is a creator and sustainer of
performance and change. Moreover, Johansson (2006)
claims that creativity consists of new and valuable
ideas while innovation come from creative ideas that
had become realized. The essence of Johansson’s
argument is that not all creative ideas become
innovation. With regards to creativity within individual,
Amabile (1998) deines three elements of creativity.
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First is expertise which is associated with knowledgetechnical, procedural and intellectual. Second is intrinsic
motivation that refers to an inner drive for problem
solving which gives an individual satisfaction without
rewards. Third element is creative thinking skills which
relates to how people approach problems.
Figure 1 Three Components of Creativity
penyediaan infra struktur dan sarana prasarana
pendidikan, kesehatan sosial keagamaan, lingkungan
dan pemukiman maupun fasilitas umum lainnya seperti
kawasan pariwisata. Dilihat dari asal muasal penduduk
yang bermukim diwilayah kelurahan Gilimanuk sangat
beragam mereka berasal dari suku Jawa, Madura, Bali,
Bugis, Sunda dan lain-lain, berdasarkan data statistik
jumlah penduduk Gilimanuk (Tahun 2012) mencapai
8.626 jiwa dengan tingkat kepadatan penduduk ratarata 31.118 Jiwa/Km2 . Kondisi kependudukan ini sangat
perlu dipertimbangkan dalam aspek sosial penataan
Zona Tradisional Teluk Gilimanuk.
Gambar 3. Peta Citra Kepadatan Penduduk Gilimanuk.
Source: Amabile, 1998.
After looking at several studies, it is assumed that there
is no single deinition of creativity because creativity is
commonly viewed by diferent settings or perspectives.
In line with the concept of creativity, Dendhardt, &
Aristigueta (2009) summarized ive prespectives of
creativity as follows:
1. Creativity as a trait.
People have inborn characteristics that inluence them
to be creative. Some people may have traits that make
them naturally creative and they would probably be creative wherever they are situated.
2. Creativity as cognitive skills an abilities.
Creative is based on conceptual ski