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CHANGE MANAGEMENT

Oleh:

Prof. Wihana Kirana Jaya

Staf Khusus Menteri Perhubungan Bidang Ekonomi dan Investasi Transportasi

Start Point

• Berapa banyak orang yang merasa bangga dengan cara Anda melakukan pekerjaan Anda hari ini?

• Berapa banyak orang yang percaya bahwa pekerjaan yang Anda lakukan setiap hari secara langsung berkontribusi terhadap kesuksesan Kemenhub?

• Lihatlah orang di sebelah Anda dan berterima kasih kepada mereka untuk pekerjaan yang dilakukan dengan baik.

TIGA FASE PERUBAHAN

Current StateTransition

StateFuture State

Karyawan umumnya

lebih menyukai

keadaan saat ini

Keadaan masa depan

tidak diketahui oleh

karyawan.

Keadaan transisi

menciptakan stres

dan kecemasan

Sumber: APSAC Professional Development Presentation

©Prosci. Used with permission under terms of license agreement. www.change-management.com

CHANGE MANAGEMENT

Apa itu Management Change?

Bagaimana mengelola perubahan baik dari perspektif individu

dan organisasi?

Bagaimana cara kita mengelola kesiapan?

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Generic Model

of NIE

L1

L2

L3

L4

often noncalculative,

spontaneous10² to 10³

Embeddedness:

Informal Institutions, Customs,

Tradition,Norms,

Religion

Social Theory

FREQUENCY

(YEARS)

PURPOSELEVEL THEORY

10 to 10²

get the Institutional

Environment right, 1st

order economizing

Institutional Environment:

Formal Rules of the Game – esp.

Property (Polity, Judiciary,

Bureaucracy)

Economics of

Property Rights,

Positive Political

Economy

1 to 10get the Governance

structure right, 2nd order

economizing

Governance:

Play of the Game – esp. Contract

(aligning Governance Structures

with TransactionsTransaction Cost

Economics

Resource

Allocation and Employment

(Prices and Quantities, Incentive

Alignment)continuous get the marginal conditions

right, 3rd order

economizing

Neoclassical

Economics/Agency

Theory

Source: Williamson (1998)

©Prosci. Used with permission under terms of license agreement. www.change-management.com

What is

Change Management?

A structured process and set of tools

for leading the people side of change.

Sumber: APSAC Professional Development Presentation

10 DASAR MELAKUKAN CHANGE MANAGEMENT

Sumber: PWC (2004)

BudayaOrganisasi

Dimulai dariPetinggi

Melibatkanseluruh lapisan

Menyelesaikankasus rasionaldan emosional

bersama

Bertindak dan Berpikir dengancara yang baru

Menilai dan Beradaptasi

Memanfaatkansolusi informal

Memanfaatkansolusi formal

Memimpin di luar garis

Terlibat, terlibat, terlibat

Sumber: Prentice Hall, 2001 8

Techniques for Managing Change

Authority

Koordinasi

Sentralisasi

Attitudes

Expectations

Behavior

Proses

Metode

OrangTeknologiStruktur

Peralatan yang digunakan dalam kerja

HOW?

1

Organizational Development Techniques

• Pengembangan antarkelompok

• Konsultasi

• Survey Feedback

• Team Building

Sumber: Prentice Hall, 2001

HOW?

2

What IsInnovation?

• Mengubah ide kreatif

menjadi produk, layanan,

atau metode operasi yang

bermanfaat

HOW?

3 Inovasi

Sumber: Prentice Hall, 2001

Structural

Variables

Sources ofInnovation

Budaya Organisasi

Human

Resources

Sumber: Prentice Hall, 2001

METODOLOGI

1. Ice BreakingPenciptaan suasana yang kondusifdan pengenalan topik-topikdilakukan pada tahap ini.

2. Brainstormingpeserta diberikan kesempatanuntuk memberikan pendapatberkaitan dengan beberapapermasalahan

3. Meta-planPeserta dilibatkan langsung dalamberpendapat dan menciptakanalur dalam memecahkanpermasalahan.

5. Action Planaction plan tersebut harusmemenuhi kriteria Specific, Measurable, Acieveble, Relevance, Timely (SMART).

4. Class ExperimentsPenyampaian materi (Delivery)disampaikan secara pedagogikdan melalui eksperimen

Metode

Pendekatan Organisasi dan Individu

Di tingkat organisasi

• Menggunakan pendekatan change management secara terstruktur

• Terlibat dalam proses perubahan

Pada tingkat individu

• Membangun perubahan kompetensi manajer dan supervisor

• Membekali karyawan terkait perubahan dan bagaimana perubahanitu berdampak pada mereka

Sumber: APSAC Professional Development Presentation

Tingkatan Hasil

Inputs Activities Outputs Outcomes Goal

Resources Actions Products

and

services

Log Frame

Needs

assessment

Process

evaluation

Impact

evaluation

Objectives

Hierarchy

Indicators Sources of

Verification

Assumptions /

Threats

Impact

(Goal/ Overall

objective)

Increased

immunization

Immunization

rates

Household

survey

Adequate vaccine

supply, parents do

not have second

thoughts

Outcome

(Project

Objective)

Parents attend

the

immunization

camps

repeatedly

Follow-up

attendance

Household

survey;

Immunization

card

Parents have the

time to come

Outputs Immunization

camps are

reliably open;

Incentives are

delivered

Number of kg

bags delivered;

Camp

schedules

Random audits;

Camp

administrative

data

Nurses/assistants

will show up to

camp and give out

incentives properly

Inputs

(Activities)

Camps +

incentives are

established

Camps are

built, functional

Random audits

of camps

Sufficient materials,

funding,manpower

Terimakasih

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