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Jerman Sebagai Negara Maju Sedang Berjuang Hadapi Bencana
MAGDEBURG, Saco-Indonesia.Com -
Ancaman banjir belum juga berlalu di Jerman. Ribuan petugas darurat, tentara, dan relawan,
Minggu (9/6), mengalihkan perhatian kepada Kota Magdeburg yang berjuang melawan banjir terburuk
di Eropa tengah dalam satu dekade.
Banjir di Jerman dalam sepekan terakhir
telah menyebabkan evakuasi massal, yang menurut anggota parlemen sebagai sebuah ”bencana
nasional”. Luapan air Sungai Elbe yang bergerak ke utara kini mengancam Magdeburg, kota di
timur Jerman. Wilayah luas di sekitar kota tertutup lautan air warna coklat akibat hujan lebat
di hulu Sungai Elbe yang berada di Ceko.
Tingkat muka air Sungai Elbe di
Magdeburg 7,45 meter pada Minggu pagi, lebih tinggi tiga kali lipat daripada muka air normal
yang setinggi dua meter. Pejabat setempat mengatakan, kondisi itu lebih buruk daripada banjir
besar di kawasan itu tahun 2002.
Walau ada upaya keras untuk mengamankan
kota, sebuah bendungan jebol di selatan kota di titik di mana Sungai Elbe bertemu anak Sungai
Saale. Pusat komando krisis lokal mengatakan, hal itu memaksa 150 warga yang masih bertahan di
wilayah itu harus dievakuasi ke tempat yang lebih tinggi.
Presiden Jerman
Joachim Gauck kemarin mengunjungi Negara Bagian Saxony dan Saxony- Anhalt yang terkena banjir.
Dari udara, atap dan puncak-puncak pohon menyembul dari wilayah luas yang tergenang air, dan
hanya bisa dijangkau dengan perahu dan helikopter.
Ironisnya, matahari musim
panas bersinar cerah di atas wilayah yang dilanda banjir. Ribuan relawan dan petugas yang
mengisi karung pasir dan membantu warga mengungsi harus menggunakan tabir surya dan losion
antinyamuk.
Harian Leipziger Volkszeitung memberitakan, pemerintahan
Kanselir Angela Merkel merencanakan pertemuan krisis dengan perdana menteri negara- negara
bagian untuk membicarakan biaya bencana itu. ”Kita menghadapi bencana nasional,”
kata Gerda Hasselfeldt, anggota parlemen dari Uni Sosial Kristen.
Ironisnya,
bencana ini juga menjadi tontonan sejumlah warga. Mereka menghalangi upaya penyelamatan dan
membuat kesal para petugas. ”Wisata bencana adalah masalah serius. Orang- orang yang
menonton memarkir mobil sembarangan, menghalangi jalan dan petugas darurat, mengancam
keselamatan tanggul, serta membahayakan diri mereka sendiri,” kata Hans-Peter Kroeger,
Ketua Asosiasi Pemadam Kebakaran, seperti dikutip kantor berita DPA.
Normal
Keadaan di Ceko normal setelah puncak banjir lewat.
Namun, penahan banjir tetap dipasang setelah ada prakiraan badai dan hujan lebat. ”Bahaya
masih ada, bahkan di tempat-tempat yang telah terkena banjir karena tanah masih basah,”
kata PM Ceko Petr Necas.
Kini giliran banjir mengancam Budapest, Hongaria,
seiring arah aliran Sungai Danube ke timur. Warga bekerja sama memperkuat tanggul dengan
menambah karung pasir.
PM Hongaria Viktor Orban mengatakan, ketinggian muka
air Sungai Danube mencapai puncaknya di Budapest, Minggu malam. Tanggul-tanggul sungai telah
diperkuat di beberapa titik kritis. Orban mengatakan, tingkat air baru surut perlahan pekan
depan. (AFP/Reuters/DI)
Sumber : Kompas
Cetak/http://internasional.kompas.com/read/2013/06/10/08544552/Jerman.Berjuang.Hadapi.Bencana
How Some Men Fake an 80-Hour Workweek, and Why It Matters
Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.
Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.
Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.
Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.
“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”
Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.
The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.
They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.
A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.
Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.
What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.
It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)
A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.
The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.
It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.
High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.
But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.
In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.