1 Change Management Mengelola Proses Perubahan secara Efektif.

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Change ManagementMengelola Proses Perubahan

secara Efektif


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ContentsContents

• Five Activities Contributing to Effective Five Activities Contributing to Effective

Change ManagementChange Management

• Motivating ChangeMotivating Change

• Creating Vision of ChangeCreating Vision of Change

• Developing Political SupportDeveloping Political Support

• Managing the TransitionManaging the Transition

• Sustaining MomentumSustaining Momentum


“When the rate of change outside

exceeds the rate of change inside,

the end is in sight”

Rate of ChangeRate of Change

Jack Welch


Five Activities Contributing to Five Activities Contributing to Effective Change ManagementEffective Change Management


Five Activities Contributing to Effective Five Activities Contributing to Effective Change ManagementChange Management

1. Motivating Change

2. Creating Vision of Change

3. Developing Political Support

4. Managing the Transition of Change

5. Sustaining Momentum

Effective Effective ChangeChange

ManagementManagement


1.1. Motivating ChangeMotivating Change

Motivating change and creating readiness for

change

Sensitize organizations to

pressure for change

Reveal discrepancies

between current and desired states

Convey credible positive

expectations for the change


Force Field Analysis ModelForce Field Analysis Model

Current Situation

Restraining Forces for ChangeRestraining Forces for Change

Driving Forces for ChangeDriving Forces for Change


Force Field Analysis ModelForce Field Analysis Model

Strengthening or adding

driving forces

Removing or reducing

restraining forces

Changing the direction of some of the

forces

ChangeChange


Group ExerciseGroup Exercise

• Take this opportunity to think of a situation in your organization

where Force Field Model could be demonstrated. Begin by

identifying a change being instituted in your organization.

• List the driving forces

• List the restraining forces


Resistance to Change

20% 40% 60% 80% 100%

Source: Information Week, June 20, 1994

Limitations of Existing Systems

Lack of Executive Commitment

Lack of Executive Champion

Unrealistic Expectations

Lack of Cross-Functional Team

Inadequate Team and User Skills

Technology Users Not Involved

Project Charter Too Narrow

Barriers to ChangeBarriers to Change


Individual ResistanceIndividual Resistance

Individual Resistance

Habit

Selective Information Processing

Economic Factors

Job Security

Fear of the Unknown


Organizational ResistanceOrganizational Resistance

Organizational Resistance

Threat to Established Power Relationship

Group Inertia

Threat to Established Resource Allocations

Structural Inertia

Limited Focus of Change


Overcoming Resistance to ChangeOvercoming Resistance to Change

Education and Communication

Participation and Involvement

Facilitation and Support

Negotiation

Manipulation and Cooptation

Coercion

Overcoming Resistance to Change


2. Creating Vision of Change2. Creating Vision of Change

Constructing Constructing the Envisioned the Envisioned

FutureFuture

Bold and Bold and Valued Valued

Outcomes Outcomes

Desired Desired Future Future StateState


3. Developing Political Support3. Developing Political Support

Assessing Change Assessing Change Agent PowerAgent Power

Identifying Key Identifying Key StakeholdersStakeholders

Influencing Influencing StakeholdersStakeholders

Developing Developing Political Political SupportSupport


Influencing Key StakeholdersInfluencing Key Stakeholders

What would What would

make them make them

more more

supportive of supportive of

the change?the change?

• Information / understanding?

• Involvement and ownership?

• Changes in planned actions?

• Direction from more senior managers?

• Evidence of the success of the change?


Influencing Key StakeholdersInfluencing Key Stakeholders

What would What would

make them less make them less

supportive of supportive of

the change?the change?

• Personal threat ?

• Non-involvement in decisions ?

• Personal rivalries ?

• Insufficient evidence in ‘trial period’ (defined by them) ?


4. Managing the Transition 4. Managing the Transition

Current State

Desired Future State

Transition Transition StateState

• Activity PlanningActivity Planning• Change Management TeamChange Management Team


5. Sustaining Momentum5. Sustaining Momentum

Sustaining Sustaining

MomentumMomentum

Providing Resource for Change

Building a Support System for Change Agents

Developing New Competencies and Skills

Reinforcing New Behaviors

Staying the Course


Recommended Further Readings:

1. Thomas Cummings and Christopher Worley, Organization Development

and Change, South Western College Publishing

2. Lynn Fossum, Understanding Organizational Change, Crisp Learning

Publication


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1 Change Management Mengelola Proses Perubahan secara Efektif.

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