Sparking Contextual Awareness in Organising
The recent emergence of public conversations that follow a repetitive and problematic pattern raises significant questions. Various disturbances arise in succession, involving substances that arguably do not require discussion in news timelines, news channels, or social media, yet they continue to occur.
Trivial matters, or issues that could be resolved at a lower level or according to their proper scale, often dominate massive and increasingly wild public discourse. In reality, absurd conversations often become a rolling ball that leads to further questions that do not lead towards actual understanding.
This wildness may be caused by an organisation’s failure to manage its administrators and members, or a lack of awareness among members due to the acceptance of habits that justify routine organisational activities.
Such conditions can occur in both formal and informal organisations, non-profit and for-profit organisations, and state or government bodies as well as non-governmental organisations. Organisational dynamics can occur consistently across various characters and models.
Dynamics such as leadership succession, target achievement, and programmes or activities that benefit the surrounding environment deserve appreciation; conversely, counterproductive dynamics often ultimately lead to organisational destruction. The dynamics that should be amplified are those that are controlled, growing, and developing in accordance with the organisation’s direction and policies, ensuring the organisation’s existence provides meaningful value.
Reflecting on Indonesia, which currently possesses at least 636,000 community organisations based on data released by polkam.go.id on 17 November 2025, this number represents potential that can benefit the nation if managed well.
Rather than bringing benefits, the abundance of organisations can become heated at the point of establishment and weak during their journey. This phenomenon is evident in the high number of organisations founded in this country. Compared to Indonesia’s population of over 280 million, there is approximately one organisation for every 400 residents, if calculated linearly based on population alone.
Furthermore, if every organisation spreads a consciousness of goodness to participate in the process of Indonesia’s development and progress, it is not impossible that independence and resilience will become lasting impacts. Here, long reflection is needed so that organisations assume a social responsibility to strengthen one another within their environmental awareness, regardless of the type or form of the organisation, in accordance with applicable norms.
Context of Organisational Awareness
The luxury of freedom in a borderless era is an abundance that often presents profound pressure due to a lack of awareness regarding the choices, ideas, and desires held by individuals. The freedom provided by history has led individual freedom to veer towards making claims of truth, goodness, and beauty over others.
Simultively, new borders have emerged to accommodate the freedoms that surround us. Consequently, the clash of ideas and desires often finds intersections that lead to conflict.
If conflict occurs within the exchange and dispute of ideas, it can still be managed; however, if conflict progresses into social conflict, it becomes very dangerous. Therefore, differences and the freedom of ideas, notions, and individual desires must be well-managed so that the release within the social sphere can be controlled.
Ultimately, alienation becomes a logical consequence of unmanaged freedom, becoming a mirage. This occurs because the actual exchange of ideas and desires comes from the outside (a lack of awareness) rather than from within (awareness) evaporating.
In the short term, forgiveness is a word closely related to this condition, but over a long period, the resulting alienation will transform true awareness into pseudo-awareness. This condition ultimately leads to a lack of foundation for the true awareness of truth, goodness, and beauty.
Since every entity has the right to make claims of truth, goodness, or beauty over other entities, these claims require sufficient space to achieve order in their interactions.
An organisation, as a group of people consciously coordinating to achieve common goals, serves as one way to find this order. This order is built from the heterogeneity of every articulation expressed by its members through assimilation or acculturation. Order arises from agreed-upon rules, whether in the form of commitments, provisions, procedures, or regulations created by state or government institutions.
Rules are a set of agreed-upon boundaries or declarations made according to an organisation’s authority, serving as a reference for actions to take or refrain from. In social interaction, these are often referred to as norms which, according to Prof. Jimly Asshiddiqie (2020) in his book on the theory of the hierarchy of legal norms, are rules that regulate, guide, and direct humans to behave ideally in communal life, taking forms such as written rules, codes of ethics, or religious norms.
Similarly, agreements referred to as commitments or social contracts, whether written or unwritten, also require careful scrutiny. In their implementation, social contracts or commitments in the form of…