change mgt st- steps
TRANSCRIPT
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
1
CHANGE MANAGEMENT
PROGRAM S1 MBTIINSTITUT
MANAJEMENTELKOM
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
2
CHANGE
“Nothing endures but change.”
Heraclitus, Greek Philosopher
“Change is the law of life and those who look only to the past and present are certain to miss the future.”
John F. Kennedy
There can be no progress if people have no faith in tomorrow
John F. Kennedy
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
3
The failure rate of most planned organizational change initiatives is dramatic (Cameron & Quinn, 1999)
Most change fails … because employees resist it – for almost no good reasons (Carr, 1994).
A few of these corporate change efforts have been very successful. A few have been utter failure. Most fall somewhere in between, with a distinct tilt toward the end of the scale. (Kotter, 2007).
Failure of Change
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
CHANGE MANAGEMENT
Change = making things differentPlanned change = Changing activities that are intentional and goal orientedFirst-order change = linier and continuous changeSecond-order change = a multidimensional, multilevel, radical changeChange agent = Persons who act as catalysts and assume responsibility for managing change activities
Beberapa Terminologi Penting
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Change Options
Change Options
Structure Technology Physical setting People
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Forces for Change
Nature of workforce
Technology
Economic shocks
Competition
Social Trend
World Politics
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Resistance to changeOne of the most well documented finding from studies of individual and organizational behavior is that:
organizations and members resist change
Resistance can be overt, immediate, implicit, or deferred
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
8
Reactions to ResistanceOvert or immediate : Employees respond by:
voicing complaints, Engaging in a work slowdown, Threatening to go on strike
Implicit or deferred : Loss of loyalty to the organization, Loss of motivation to work, Increased errors or mistakes, Increased absenteeism
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Organizational Resistance to change
Organization resistance
Threat to established resource allocations
Threat to established power relationship
Threat to expertise
Group inertia
Structural inertia
Limited focus of change
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Individual Resistance to change
Individual resistance
Selective information processing
Fear of the unknown
Economics factors
Habit
Security
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Overcoming Resistance to Change
Education and communication
Participation
Facilitation and support
Negotiation
Manipulation Cooptation
Coercion
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
12
Carr’s 7 Steps: 7 questions as steps
• Is this change a burden or a challenge?
• Is the change clear, worthwhile and real?
• Will the benefit of change appear to begin quickly?
• Is the change limited to one function or a few closely related functions?
• What will be the impact on the existing power and status relationship?
• Will the change fit the organizational Culture?
• Is the change certain to happen?
7 Pertanyaan sbg Langkah Perubahan (Carr, 1994):
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
13
Kotter’s 8 Steps
1. Establish a Sense of Urgency
2. Forming a Powerful Guiding Coalition3. Creating a Vision4. Communicating the Vision5. Empowering Others to Act on the Vision6. Planning for and Creating Short-Term
Wins7. Consolidating Improvements and
Producing Still More Change8. Institutionalizing New Approaches
Kotter (2007) merumuskan 8 langkah melakukan perubahan:
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
14
Jack Welch, GE Former CEO
1. Leading Change
2. Creating a Shared Vision
3. Shaping a Vision
4. Mobilizing Commitment
5. Making CHANGE LAST
6. Monitoring Progress
7. Changing Systems and Structure
Merumuskan 7 langkah melakukan perubahan:
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Approach to Managing Change
Lewin’s Three-steps models
Unfreezing Moving Refreezing
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Force-Field Analysis
Status Quo
Desired State
Time
Restraining forces
Driving forces
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Action research•Planned Change is based on systematic collection of data
•Change action is based on what the analyzed data indicate
•The Process of action research:DiagnosisAnalysisFeedbackActionEvaluation
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Soft and Hard Factors of Change
Source: Sirkin, Keenan & Jackson (2005)
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Soft and Hard Factors of Change
Soft Factors:CultureLeadershipMotivation?
Hard Factors:TechnologyNumber of people requiredFinancial results?
Apakah soft factors lebih penting?
Yang dikerjakan terlebih dahulu?
Sirkin, Keenan & Jackson (2005)
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
Four Factors: DICE
Duration:Durasi program perubahan
Integrity:Kompetensi dan tim yang dibutuhkan
Commitment:Komitmen top management & employees
Effort:Usaha untuk mewujudkan tujuan
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG
In
tegr
ity
En
trep
ren
eurs
hip
Bes
t fo
r E
xcel
len
ce
IM
IM TELKOM
21
CHANGE MANAGEMENT
THANK YOU
Sirkin, Keenan & Jackson (2005): HBR. Practiced by Boston C.G for 11 years