Paradoks Koordinasi Dalam Birokrasi Daerah: Studi Pada Pemerintah Kabupaten Lombok Tengah
Keywords
Coordination Paradox, Inter-Organizational Coordination, Regional Bureaucracy, Coordination-Outcome Gap, Collaborative Governance, Network Governance, Adaptive Collaborative-Network Governance.Abstract
This study aims to analyze the paradox of coordination within the regional bureaucracy of the Government of Central Lombok Regency, identify its underlying factors, examine its impacts on public policy implementation, and formulate an adaptive and collaborative coordination model. The study employs a descriptive qualitative approach using a case study strategy. Data were collected through in-depth interviews, observations, documentation, and a review of policy and planning documents. Informants were selected purposively from structural officials, planners, program implementers, and government personnel involved in inter-Organizational Departments coordination. Data were analyzed using the interactive model of Miles, Huberman, and Saldaña, with data validity strengthened through source triangulation, method triangulation, and member checking. The findings indicate that the coordination paradox is not caused by the absence of coordination mechanisms, but rather by a gap between the high level of coordination activities and the outcomes generated (coordination-outcome gap). The paradox manifests in the large number of coordination forums that are not always effective, the intensity of coordination that does not automatically produce outcomes, coordination processes that stop at reporting, weak follow-up of decisions, overlapping authorities, duplication of programs, inconsistencies between planning and implementation, and digitalization that does not automatically lead to data integration. The underlying factors are multidimensional, including structural fragmentation, sectoral ego, communication and trust problems, leadership issues, limited human resource capacity, technological fragmentation, and resource constraints. These conditions contribute to slow decision-making, delayed implementation, program duplication, increased coordination costs, inefficiency, and suboptimal quality and responsiveness of public services. The study proposes an Adaptive Collaborative-Network Governance model as a coordination approach that shifts the orientation from more coordination toward better coordination. The model emphasizes problem- and outcome-oriented coordination, role clarity, collaborative leadership, mutual adjustment, integrated planning and budgeting, data/SPBE integration, the designation of a person in charge (PIC), follow-up mechanisms, and monitoring and evaluation. The findings emphasize that the effectiveness of regional government coordination should be measured not by the number of forums or administrative activities, but by its capacity to generate decisions, collective action, integration, problem resolution, and development outcomes
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