SSB, Jonan, and the Train

Tauhid Nur Azhar

Photo by Dan Roizer on Unsplash

In his recent video, Prof RK, alias Rhenald Kasali, a prominent economist from the Faculty of Economics and Business at the University of Indonesia, discussed the prevalence of self-serving bias in Indonesia with renowned comedian Bang RD, alias Raditya Dika. If my good friend from college days, who is now building a career in management at one of the major hospitals in Manggarai, South Jakarta, Dr. RD, alias Dr. Raden Dwinanto alias Mas Ari, also agrees, then the trio consisting of RK and the two RDs will surely provide an in-depth analysis of SSB, or Self-Serving Bias, with a comprehensive and well-researched framework.

So, what exactly is SSB? In everyday life, it is not uncommon to hear someone say, “This is not my fault,” or to feel that their success is entirely due to their own hard work. This phenomenon is known as SSB, which is the tendency to attribute success to internal factors (one’s own abilities and efforts) and failure to external factors (situations or others’ mistakes). This phenomenon is a fascinating topic in social psychology because of its broad impact on interpersonal relationships, group dynamics, and decision-making.

Not to mention, from a psychological perspective, there are conditions such as NPD, or Narcissistic Personality Disorder. NPD, or narcissistic personality disorder, is a type of mental disorder where the individual believes they are better and more important than others, requiring admiration, love, and praise. The complexity increases if a person with NPD encounters an atmosphere ripe with SSB triggers. Or is there a “special relationship” between the two?

Self-serving bias was first extensively studied by Fritz Heider in “The Psychology of Interpersonal Relations” (1958). Heider explained that humans naturally tend to seek explanations that favor themselves when faced with certain events. This concept was further developed by Bernard Weiner (1986), who linked this bias to attribution theory, which explains how people explain the causes of events.

According to Weiner, this bias is rooted in the need to protect one’s ego and enhance self-worth. For example, a manager who achieves a company’s target might say, “This is all due to my strong leadership.” However, when the target is not met, they tend to say, “The market is bad; this is beyond my control.”

Roy F. Baumeister (1998), in his study on social behavior, explained that SSB is an adaptive mechanism. It functions to maintain motivation by keeping a positive self-image, especially when facing failure or criticism. This approach is considered important in evolutionary psychology as it allows individuals to cope with psychological stress.

However, this bias also has negative aspects. According to Shelley Taylor and Jonathan Brown (1988), this tendency can lead to an inability to learn from mistakes because the focus is on self-justification. In teams or organizations, this can lead to conflict among members when individuals blame each other.

SSB can arise not only from personal conditions like NPD but also from other types of biases. For instance, confirmation bias, according to Nickerson (1998), is the tendency to seek information that supports pre-existing beliefs or opinions. For example, a politician facing criticism might focus only on public praise to reinforce their confidence.

Then there is hindsight bias, which makes someone feel they “knew it all along” that a certain outcome would occur, as explained by Fischhoff (1975). This bias strengthens SSB because individuals feel entitled to praise when things go well.

There is also the actor-observer bias, described by Edward E. Jones and Richard E. Nisbett (1972), where people tend to attribute their own failures to external factors but others’ failures to internal factors. For example, a driver might blame traffic for being late but judge others as undisciplined for the same behavior.

Overconfidence bias, according to Kahneman and Tversky (1979), occurs when someone is overly confident in their abilities or knowledge, making it difficult to acknowledge mistakes. This bias often reinforces the belief that success is due to personal hard work rather than luck.

A classic study by Zuckerman (1979) showed that SSB is more dominant in individuals with high self-esteem. Conversely, individuals with low self-esteem are more likely to engage in self-handicapping, blaming themselves excessively even before failure occurs.

Real-life examples of SSB can be found in the sports world. When a team wins, the coach often praises their strategy. However, when they lose, the coach tends to blame the players or field conditions. In politics, leaders often take credit for economic success but blame global factors for economic downturns.

All these bias-related issues can be managed effectively if one is open to professional advice. Several approaches to reducing this bias include:

1. Increasing Self-Awareness: Baumeister (1998) emphasizes the importance of self-awareness in identifying biases, allowing individuals to be more objective in assessing situations.
2. Adopting Others’ Perspectives: Empathy and seeing situations from others’ viewpoints can help reduce bias, as shown by Galinsky and Moskowitz (2000).
3. Data-Driven Approach: Kahneman (2011), in “Thinking, Fast and Slow,” suggests that decision-making based on data can reduce the influence of cognitive and emotional biases.

One of the transformative leaders who became a legend for his success in revitalizing PT Kereta Api Indonesia and establishing a legacy of strategic management is Ignasius Jonan. Born on June 21, 1963, in Singapore, he completed his undergraduate studies at the Faculty of Economics, Airlangga University, Surabaya, before pursuing a Master of Public Administration at Harvard University, USA. Before becoming the CEO of PT Kereta Api Indonesia (PT KAI) in 2009, Jonan had a background in banking with years of experience at Citibank. His career spanned various strategic positions, including Minister of Transportation and Minister of Energy and Mineral Resources in President Joko Widodo’s cabinet.

When Ignasius Jonan was appointed as the CEO of PT KAI, the company was in a dire state. Poor service, operational losses, and a negative corporate image were major challenges. Within six years, Jonan transformed PT KAI into an efficient, customer-oriented, and profitable company. This transformation was recognized internationally, making PT KAI a model of success in managing state-owned enterprises.

Jonan, who is now invited to share his transformative recipes, behavioral changes, and sustainable management of human resources, is an expert with practical achievements in managing the largest mass transportation system in Indonesia. His system is based on merit, consistent regulations, and the effective application of technology to optimize service and performance.

In various sharing sessions at events organized by universities, businesses, and government institutions, Jonan consistently emphasizes team achievement and does not glorify his personal role in every innovation at Kereta Api. Although the public knows Jonan’s role and contributions to Indonesian railways, he never takes credit for the success of the railway reform as his personal achievement. Instead, he always emphasizes that it is the result of collective effort driven by a sense of love and dedication to meaningful work.

If we analyze Jonan’s management strategy for the success of PT KAI’s transformation, several key points can be elaborated:

1. Transformational Leadership: Jonan implemented a transformational leadership style focused on a grand vision and cultural change within the organization. According to Burns (1978) and Bass (1985), transformational leaders inspire their followers through motivation and a clear vision. Jonan instilled a culture of safety and service throughout PT KAI. He often went directly to the field, communicating with operational staff, and demonstrating his commitment to change.
2. Infrastructure and Technology Improvement: Jonan allocated funds for station improvements, fleet expansion, and the modernization of the ticketing system to digital. This strategy aligns with Barney’s (1991) Resource-Based View (RBV) theory, which emphasizes the optimization of internal assets to create competitive advantages. Modernizing technology facilitates operations and enhances passenger comfort.
3. Customer-Oriented Management: With this approach, Jonan placed customers at the center of decision-making. He introduced an electronic ticketing system to prevent revenue leakage and enhance passenger safety. Kano’s (1984) theory on customer satisfaction shows that innovations in basic features (such as punctuality and cleanliness) are key to building customer loyalty.
4. Enforcement of Discipline and Work Ethics: One of Jonan’s drastic measures was enforcing strict regulations within PT KAI, such as banning smoking on trains and stations and dismissing unproductive employees. This aligns with McGregor’s Theory X and Y, where Jonan used Theory Y, trusting that most employees can be motivated if given responsibility and clear goals.
5. Collaboration with Stakeholders: Jonan worked with local and central governments to improve rail lines and resolve land issues. This strategy aligns with Freeman’s (1984) Stakeholder Theory, which emphasizes considering the interests of all parties involved in the company’s operations.

Jonan’s success is not just empty praise wrapped in media hype; the success of PT Kereta Api Indonesia’s transformation can be objectively measured through several key indicators: operational, financial, and social. Operationally, there has been a significant increase in passengers, from 140 million in 2009 to over 280 million in 2014. Punctuality reached over 95%, making PT KAI one of the most reliable railway operators in Southeast Asia. Additionally, there has been a significant reduction in accidents, clearly linked to comprehensive reforms in culture, work ethics, quality improvements, and a reorientation towards safety, security, and comfort.

Financially, the company, which was previously struggling, achieved significant annual profits, accompanied by operational efficiency and reduced corruption.

As a state-owned company with the primary task of public service in the transportation sector, the social indicators of transformation success include public appreciation of KAI as a safe, comfortable, and reliable mode of transportation. The cultural change with a focus on customer orientation, as often emphasized by Jonan, has indeed been proven to increase customer satisfaction and loyalty.

One of the pillars of Jonan’s successful reform of the public railway system is the development of urban transportation systems, known as commuter lines.

PT Kereta Commuter Indonesia (KCI), a subsidiary of PT Kereta Api Indonesia (KAI) developed during Jonan’s era, has undergone significant transformations in the Commuter Line services in the Jakarta, Bogor, Depok, Tangerang, and Bekasi (Jabodetabek) areas. This transformation includes the implementation of electronic gate systems with digital payment methods, increased service frequency, facility improvements, and an increase in the number of passengers.

According to official data from the Central Statistics Agency, the number of Commuter Line passengers in Jabodetabek reached 26,848 million in January and 27,608 million in September 2024. This increase reflects the public’s growing trust in the improving Commuter Line services. Theoretically, this increase in passengers can be attributed to various accumulative factors, including awareness of being a responsible consumer, economic and time efficiency, and comfort and safety, which in turn can be accommodated by urban transportation services.

Therefore, the increase in the number and loyalty of passengers can be seen as an indicator of the success of service quality improvements, right?

With this in mind, continuous improvement and enhancement of service quality are certainly required. Currently, KCI’s operations are not yet fully supported by operational facilities that meet real needs and are consistent with the increasingly better concept of integrated intermodal transportation and improvements in infrastructure such as stations, halts, hubs, or interchanges between modes that make it easier for passengers to plan their journeys.

Currently, KAI Commuter or KCI operates the Commuter Line with three train formations (stamformations) to optimize passenger capacity, consisting of 20 eight-car formations (SF 8), 47 ten-car formations (SF 10), and 43 twelve-car formations (SF 12). In total, there are 110 Commuter Line trains operating daily, with an additional three trains as backups.

It must be acknowledged that a significant portion of the Jabodetabek Commuter Line fleet consists of second-hand units from Japan, with some units produced by PT INKA. Some of the models used include the KRL Series 205, formerly operated by East Japan Railway Company (JR East) on the Saikyo and Yokohama lines. There is also the KRL Series 203, previously used on the Joban line by JR East. Additionally, there are the KRL Series 6000 and 7000, formerly operated by Tokyo Metro on the Chiyoda and Hibiya lines. The Rheostatic KRL, produced by PT INKA in the 1980s and 1990s, was the first domestically produced Commuter Line fleet.

In fact, the national railway industry, with the support of strategic national industries such as PT LEN, can become a pillar in the process of providing railway infrastructure in Indonesia; it just takes time to achieve a healthy and sustainable level of industrial maturity. Currently, some achievements and innovations of national companies focused on railway infrastructure can be seen in the equipment used as part of the KA Airport and urban LRT services.

The airport train services in Indonesia, such as the Soekarno-Hatta Airport Rail Link and Kualanamu Airport Rail Link, use Diesel Electric Rail Cars (KRDE) and Electric Rail Cars (KRL) produced by PT INKA. One of the models used is the KRL EA203 series, known as the KRL Airport Rail Link Services (ARS) Soekarno-Hatta, currently operated by KCI. This train is a collaboration between PT INKA and Bombardier, specifically designed for express services from Manggarai Station in Jakarta to Soekarno-Hatta International Airport in Tangerang, Banten.

Meanwhile, another crucial urban transportation mode that connects suburban transit hubs and city epicenters, and is integrated with other modes such as the Jakarta MRT, TransJakarta busway, and Commuter Line, is the LRT. The Jabodebek LRT has been equipped with Grade of Automation level 3 (GoA 3) technology. This technology enables fully automated train operation without a driver, with control from the operation control center. The system even includes passenger information systems that allow passengers to plan their trips effectively.

The technical specifications of the Jabodebek LRT are as follows: it can reach operational speeds of up to 80 km/h, with a formation consisting of 6 cars capable of carrying 740 passengers under normal conditions and up to 1,480 passengers under crowded conditions.

The dimensions of the LRT cars produced by INKA Madiun are 17,100 mm in length, 2,650 mm in width, and 2,991 mm (roof) / 3,685 mm (with AC) in height. The LRT trainset is powered by a propulsion system using 16 motors, each with a power output of 100 kW, and an electric power supply using a 750 V DC third rail system.

The current collection is equipped with Wabtec Faiveley contact shoes. The LRT car bogies are of the MB-718 type for motorized cars, equipped with air conditioning, ergonomic seating, and accessibility features for passengers with disabilities.

The Jabodebek LRT operates using the Communication-Based Train Control (CBTC) system at GoA 3 level. CBTC is a modern signaling technology that enables continuous two-way data communication between the train and trackside equipment, ensuring accurate train positioning and maintaining safe distances between trains.

In terms of safety, the system is equipped with Automatic Train Protection (ATP), which prevents overspeed and ensures proper braking. Additionally, there is an Interlocking & Zone Controller that ensures no route conflicts and distributes operational control authorizations for the LRT.

Train operations are automated according to schedules preloaded into the signaling system at the Operation Control Center (OCC). Operators at the OCC monitor the LRT operations and only intervene if there are discrepancies, such as delays or power supply disruptions.

With the implementation of GoA 3 technology and the CBTC system, the Jabodebek LRT is expected to reduce the potential for human error-related accidents, improve schedule accuracy, and optimize travel, providing efficient and reliable transportation services for the community, especially in the Jabodetabek area.

All these transformative achievements are not the work of Jonan alone. Jonan always gives special credit, emphasizing that every achievement in KAI’s transformation is the result of collective effort from all elements and components within it. However, what needs to be noted, and in my strong opinion, is the fact that even after he no longer holds office at KAI, the legacy of a consistent corporate vision can be sustained.

This means that the vision he envisioned has successfully become a collective dream of all stakeholders and interests in the railway system. This vision has proven to be able to accommodate various imaginations and positive energies from all elements under a single umbrella of collaboration. Imagine if this collective dream could be ignited within a nation. Couldn’t a collegial collective synergy with a national character also be achieved? Alternatively, the phenomenon of self-serving bias or SSB, as we have discussed, could be replaced by a collective and cooperative spirit, where every component and element of the nation works together to contribute their best for the country through a collaborative mechanism that can harness all potential and competencies within a harmonious orchestration of synergy.