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PENDAHULUAN

MENGAPA BERUBAH????

Perubahan kebutuhan masyarakat


Kompetisi yang semakin ketat
Globalisasi
Perubahan kebijakan pemerintah
(UU
Sisdiknas,
BHP,
qualityassurance)
Kemajuan teknologi komunikasi
dan informasi

PENDAHULUAN

GOOD UNIVERSITY TEACH, GREAT


UNIVERSITY TRANSFORM:

Knowledge to product
Human resource to human capital
Imagination to reality

GOOD
UNIVERSITY
PRODUCE
GRADUATES, GREAT UNIVERSITY
PRODUCE LEADERS

Tid
ak

nya
ma
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g
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a
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ing

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an

Sulit berubah

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Ide
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e
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As

PRESENT
PAST

T
N
E
M
T
I
M
M
O
C

better
upper

FUTURE

GAP
RES
ISTA
NCE

lower
harmfull

The DELTA GAPs Theory of CHANGE


Ikaputra et.al, Unistaff summer school Unisattt Training, 2005

MANAJEMEN
PERUBAHAN
PROSES
PERUBAHAN
KONDISI
SAAT INI
Established equilibrium
that continues
indefinitely until
something disrupts it

MASA
TRANSISI
Low stability
High emotional stress
High (often undirected) energy
Control becomes major issue

Stability

Past patterns of behavior become


highly valued

Feeling of security

KONDISI
YANG DIHARAPKAN

Conflict increases

NEW VISION

MANAJEMEN PERUBAHAN & TRANSISI


(WORKING ON THE GAP)

1. EXPLORING
Involving people as many
as possible to have :

Sharing vision
Agreed upon SWOT
feeling

3. VENTURING

Analizing the gap


Anticipating resistance and
gaining the commitment
Providing opportunities for
innovation and creativity
Pilot and implementation

4. INTEGRATING

2. SYSTEMIZING the
Process:

Keep people connected to


the change process
To create a space to
express the positive and
negative

Evaluate the changing


process
Expand successful process
Review the pilot and
implementation
Institutionalized the
approach

RESISTENSI TERHADAP
PERUBAHAN

Mengapa resisten terhadap


perubahan?
Self

interest
Psychological impact
Redistributive factor
Destabilisation effect
Culture incompatibility

RESISTENSI TERHADAP
PERUBAHAN

Bagaimana
sikap
terhadap perubahan?
Status

resisten

quo
Filtering of information
Maladaptive defence mechanisms
Negative personal construct

I WANT (+)
I GET (+)
I DONT GET (-)

I DONT WANT (-)

POWERFUL
MAN

VICTIM

LOOSER

SUCCESSFUL
RESISTER

Resistance is a self-regulating mechanism which


Keeps us from getting hurt
Keeps us from doing things not in our best interest
Keeps us from taking on too much

RESISTENSI MERUPAKAN ASET


ORGANISASI
Resistensi menunjukkan komitmen
Resistensi menyediakan informasi baru
Resistensi menghasilkan enerji
Resistensi menimbulkan rasa aman organisasi

Perubahan =

Tekanan x Visi x Rencana Transisi

>1
Resistensi

Mempersiapkan perubahan.

S hared vision
U nderstand the organization
C ultural alignment
C ommunication
E xperienced help where necessary
S trong leadership
S takeholder involvement

PENDEKATAN UNTUK
MENGATASI RESISTENSI

Systemic Approach
Top-down
Bottom-up

Transformational intelligence
Approach
Motivational intelligence (MQ)
Process intelligence (PQ)
Relational intelligence
Creative intelligence

Systemic Approach

INDIVIDUAL

SOCIAL

TECHNOLOGICAL

DEPARTMENT

STRUCTURAL

ORGANISATION

POLITICAL

TOP DOWN

BOTTOM UP

TRANSFORMATIONAL INTELLIGENCE
APPROACH

CQ

CQ
RQ

PQ

MQ

CQ

Methods for dealing with resistance to change


Approach

Commonly
used in
situation

Advantages

Drawbacks

Education
Where there is Once
Can be very
+communicati
a lack of
persuaded,
timeon
information
people will
consuming
or
often help
if lots of
inaccurate
with the
people are
information
implementati
involved.
and analysis
on of the
change.
Participation
+
involveme
nt

People who
Where the
Can be very
participate will
initiatiors
timebe committed to
does not have
consuming
implementing
all the
if
change, and any
information
participator
relevant
they need to
s design an
information they
design the
inappropriat
have will be
integrated into
change, and
e changes
the change plan.
where others
have

Methods for dealing with resistance to change`(Con.)


Approach

Commonly used Advantages


in situation

Drawbacks

Facilitation +
support

Where people
are resisting
because of
adjustment
problems.

No other
approach works
as well with
adjustment
problems

Can be time
consuming,
expensive and
still fail.

Sometimes it is
a relatively easy
way to avoid
major
resistance.

Can be too
expensive in
many cases if
alerts others
to negotiate
for
compliance.

Negotiation + Where
agreement
someone or
some group
will clearly
lose out in a
change and
where that
group that
has
considerable

PENGALAMAN YANG
DAPAT DIPETIK

Change is learning, and learning is change


Individual
learning
and
organizational
learning are inextricably link
There are far more options for improvement
or innovation than there is time or resources
to address them
Change is not an event but is a complex and
subjective learning/unlearning process for
all concerned
The most successful changes are the result
of team effort

PENGALAMAN YANG
DAPAT DIPETIK

The change process is cyclical, not


linear
Change does not just happen it must
be lead
Change is a mix of external forces and
individual action
We must look outside as well as inside
for viable change ideas and solutions.

THANK YOU

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