Scenario Planning : The Regulation of the Minister of Education, Culture, Research and Technology Number 41 of 2021 Regarding Recognition of Past Learning in Higher Education Institution
DOI:
https://doi.org/10.15575/jbpd.v6i2.39919Abstract
Higher Education Gross Participation Rates and Human Development Index must be further improved in higher education. Recognition of Past Learning (RPL) is an important issue that must be paid attention to by the government and stakeholders. In this context, the government needs tools to identify issues and opportunities in RPL development, as well as develop effective strategies to achieve government goals in RPL development. Scenario Planning can be applied to almost any business problem that contains a level of uncertainty. This article will use qualitative methods which aim to describe and draw meaning from various existing planning scenarios. To be able to create Planning scenarios, the method that researchers use is TAIDA, namely Tracking, Analyzing, Imaging, Deciding, Acting. In terms of curriculum flexibility, RPL allows the development of a curriculum that is more flexible and adaptive to labor market needs and individual skill development. As for recognition of Non-formal and Informal Learning, RPL provides recognition of work experience, non-formal training and informal education, which is very important in recognizing skills and knowledge acquired outside formal education. While in cross-sector collaboration, implementing RPL requires strong collaboration between universities, government and industry.References
Andersson, P., Fejes, A. (2012). Effect of Recognition of Prior Learning as Perceived by Different Stakeholders. Prior Learning Assessment. Inside Out, 1(2).
Beach, L. R. & Mitchell, T. R. (1978) A contingency model for the selection of decision strategies, Academy of Management Review, 3, 439–49.
Cameron, R., Hariis, J., Wihak, C., Van Kleef. (2014). RPL and Workforce Development. Handbook of The Recognition of Prior Learning: Research into Practice
Chermack, T. J. (2017). Foundations of scenario planning: The story of Pierre Wack. Taylor & Francis.
Garnett, J., Portwood, D. and Costley, C. (2004), “Bridging rhetoric and reality: accreditation of prior experiential learning (APEL) in the UKâ€, UVAC report, Bolton.
Garnett, J., & Cavaye, A. (2015). Recognition of prior learning: opportunities and challenges for higher education. Journal of Work-Applied Management, 7(1), 28–37. https://doi.org/10.1108/JWAM-10-2015-001
Haney, A. B., Pope, J., & Arden, Z. (2018). Making it personal: Developing sustainability leaders in business. Organization & Environment, 33(2), 155-174.
Johnson, M., Majewska, D. (2022). Formal, Non-Formal, and Informal Learning: What Are They, and How Can We Research Them?. Cambidge University Press & Assessment Research Report.
Lindgren, M., & Bandhold, H. (2002). Scenario Planning: The Link Between Future and Strategy (hal. 48). Palgrave Macmillan UK
Meghnagi, M., Tuccio, M. (2022). The Recognition of Prior Learning: Validating General Competences. OECD Social, Employment and Migration Working Papers. 270.
Menteri Pendidikan, Kebudayaan, Riset, dan Teknologi Republik Indonesia. (2021)Peraturan Menteri Pendidikan, Kebudayaan, Riset, dan Teknologi Republik Indonesia Nomor 41 Tahun 2021 Tentang Rekognisi Pembelajaran Lampau
Nasir, R. (2022). Rekognisi Pembelajaran Lampau di Perguruan Tinggi: Kajian Penerapan Permendikbudristek RI Nomor 41 Tahun 2021. Buletin Edukasi Indonesia, 1(1): 2, pp. 9-12.
RamÃrez, R., Churchhouse, S., Palermo, A., Hoffmann, J. (2017). Using Scenario Planning to Reshape Strategy. MITSloan: Management Review.
Rickards, L., Wiseman, J., Edwards, T., & Biggs, C. (2014). The problem of fit: Scenario planning and climate change adaptation in the public sector. Environment and Planning C: Government and Policy, 32(4), 641-662.
Selsky, J. W., & McCann, J. (2008). Mastering Turbulence: The Essential Capabilities of Agile and Resilient Individuals, Teams and Organizations. Wiley
Schoemaker, P. J. H. (1993) Multiple scenario developing: Its conceptual and behavioral basis, Strategic Management Journal, 14, 193–213.
Schoemaker, P.J.H. (2004). Forecasting and Scenario Planning: The Challenges of Uncertainty and Complexity. In Blackwell Handbook of Judgement Decision Making. Koehler, D. J., & Harvey. (Ed). Blackwell Publishing Ltd.
Schwartz, P. (1991) The Art of the Long View. New York: Doubleday.
Tetlock, P. E., & Gardner, D. (2016). Super forecasting: The art and science of prediction. Random House.
Verity, J. (2003). Scenario Planning as A Strategy Technique. European Business Journal
Wade, B., Piccinini, T. (2020). Teaching Scenario Planning in Sustainability Courses: The Creative Play Method. Journal of Management Education. 44(6). 699-725. SAGE.
Wardhana, M.A., Brahmasari, I., Ratih, I.A.B (2023). Workplace learning in an effort to get recognition of Indonesian qualifications framework for career enhancement and employee competitiveness. World Journal of Advanced Research and Reviews. 494-504.
Downloads
Published
Issue
Section
License
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-ShareAlike 4.0 International License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).