STRATEGI HUMASDA PT.KAI DAOP 4 SEMARANG DALAM PENGELOLAAN KRISIS KONFLIK DENGAN WARGA DESA KEBONHARJO TENTANG REAKTIVASI JALUR KERETA API SEMARANG TAWANG MENUJU PELABUHAN TANJUNG MAS

Abstract

In 2016, there were massive publications of news either online or printed about the conflict that happens between PT. KAI Daop 4 Semarang with the society of Kebonharjo Village. The conflict started when PT. KAI Daop 4 Semarang wanted to do reactivation of the railways from Tawang Station to Tanjung Mas Harbour. But, the land has turned out to be the settlement by the society of Kebonharjo village during decades and some of them already having Freehold Title which is issued by National Land Agency (BPN) Semarang City, so they refuse its reactivation. This research aims to describe the strategy of Regional Public Relations PT. KAI Daop 4 Semarang on managing conflict crisis with the society of Kebonharjo Village. This research uses the descriptive qualitative approach with the constructivist paradigm to explain the attempts of Regional Public Relations PT. KAI Daop 4 Semarang on tackling the crisis. The method in this research uses case study method. This research uses Situational Crisis Communication Theory (SCCT). The research was conducted to five informants, two informants from manager and staff of Regional Public Relations PT. KAI Daop 4 Semarang, two informants from the society of Kebonharjo, and one informant from mass media journalist. The result of this research shows that conflict crisis that happens between PT. KAI Daop 4 Semarang with Kebonharjo society is included into the kind of Operational Crisis and to handle the crisis PT. KAI Daop 4 Semarang formed Team Facilitation of Reactivation The Railway of Semarang-Tawang to Tanjung Mas Harbour using Adaptive Change Strategy which is conducting direct meetings with society through socialization activity three times and in terms of enforcement, it coordinates with security forces of Semarang City. Besides that, PT. KAI Daop 4 Semarang also conducted society approach through corporate social responsibility (CSR) program in the field of environment (natural disaster, rail accident), health, social economy, and education. In addition, PT. KAI Daop 4 Semarang also maintain a good relationship with media by giving feedback in form of press release, do interview directly and conduct Press Tour and Media Visit. Based on SCCT, the crisis that is experienced by PT.KAI Daop 4 Semarang is categorized into Challenges and Organisational Misdeed crisis. PT. KAI Daop 4 Semarang has low consistency level because of it never has the same crisis before. The uniqueness of PT. KAI Daop 4 Semarang is high because it is in accordance with the vision of PT. KAI Daop 4 Semarang that is The Best Railways Which Focus On Customer Services And Fulfill The Wish Of Stakeholders.