MANAJ EMEN PERUBAHAN: Pengalaman Fakultas Kedokteran

MANAJ EMEN PERUBAHAN: Pengalaman Fakultas Kedokteran

IRAWAN YUSUFFakultasKedokteranUniversitasHasanuddin

IRAWAN YUSUFFakultasKedokteranUniversitasHasanuddin

PENDAHULUANPENDAHULUAN

MENGAPA MENGAPA BERUBAH????BERUBAH????

Perubahan kebutuhan masyarakatPerubahan kebutuhan masyarakat Kompetisi yang semakin ketatKompetisi yang semakin ketat GlobalisasiGlobalisasi Perubahan kebijakan pemerintah Perubahan kebijakan pemerintah

(UU Sisdiknas, BHP, quality-(UU Sisdiknas, BHP, quality-assurance)assurance)

Kemajuan teknologi komunikasi dan Kemajuan teknologi komunikasi dan informasi informasi

PENDAHULUANPENDAHULUAN

GOOD UNIVERSITY TEACH, GOOD UNIVERSITY TEACH, GREAT UNIVERSITY TRANSFORM:GREAT UNIVERSITY TRANSFORM: Knowledge to productKnowledge to product Human resource to human capitalHuman resource to human capital Imagination to realityImagination to reality

GOOD UNIVERSITY PRODUCE GOOD UNIVERSITY PRODUCE GRADUATES, GREAT UNIVERSITY GRADUATES, GREAT UNIVERSITY PRODUCE LEADERSPRODUCE LEADERS

Changing is a natural process

Sulit berubah

Tidak nyaman

Focusing on goals

Assessing objectives

Expressing principles

Identifying gaps

Assessing culture

FUTUREFUTUREPRESENTPRESENTPRESENTPRESENTPASTPAST

COMMITMENT

COMMITMENT

““GAP”GAP”““GAP”GAP”RESISTANCE

RESISTANCE

betterbetterbetterbetter

harmfullharmfullharmfullharmfull

The The DELTADELTA GAP’s Theory of CHANGE GAP’s Theory of CHANGEIkaputra et.al, Unistaff summer school Unisattt Training, 2005Ikaputra et.al, Unistaff summer school Unisattt Training, 2005

upperupperupperupper

lowerlowerlowerlower

MANAJEMEN MANAJEMEN PERUBAHANPERUBAHAN

PROSES PERUBAHANPROSES PERUBAHAN

KONDISISAAT INI

MASA TRANSISI KONDISI

YANG DIHARAPKAN

Established equilibrium that continues

indefinitely until something disrupts it

Stability

Feeling of security

• Low stability

• High emotional stress

• High (often undirected) energy

• Control becomes major issue

• Past patterns of behavior become

highly valued

• Conflict increases

• NEW VISION

MANAJEMEN PERUBAHAN & TRANSISIMANAJEMEN PERUBAHAN & TRANSISI(WORKING ON THE GAP)(WORKING ON THE GAP)

1. EXPLORING 1. EXPLORING Involving people as many Involving people as many

as possible to have : as possible to have : • Sharing vision Sharing vision • Agreed upon SWOT Agreed upon SWOT

feelingfeeling

2. SYSTEMIZING the 2. SYSTEMIZING the ProcessProcess::

• Keep people connected to Keep people connected to the change process the change process

• To create a space to To create a space to express the positive and express the positive and negativenegative

3. VENTURING3. VENTURING• Analizing the gapAnalizing the gap• Anticipating resistance and Anticipating resistance and

gaining the commitmentgaining the commitment• Providing opportunities for Providing opportunities for

innovation and creativityinnovation and creativityPilot and implementationPilot and implementation

4. INTEGRATING4. INTEGRATING• Evaluate the changing Evaluate the changing

processprocess• Expand successful processExpand successful process• Review the pilot and Review the pilot and

implementationimplementation• Institutionalized the Institutionalized the

approachapproach

RESISTENSI TERHADAP RESISTENSI TERHADAP PERUBAHANPERUBAHAN

Mengapa resisten terhadap Mengapa resisten terhadap perubahan?perubahan? Self interestSelf interest Psychological impactPsychological impact Redistributive factorRedistributive factor Destabilisation effectDestabilisation effect Culture incompatibilityCulture incompatibility

RESISTENSI TERHADAP RESISTENSI TERHADAP PERUBAHANPERUBAHAN

Bagaimana sikap resisten Bagaimana sikap resisten terhadap perubahan?terhadap perubahan? Status quoStatus quo Filtering of informationFiltering of information Maladaptive defence mechanismsMaladaptive defence mechanisms Negative personal constructNegative personal construct

I WANT (+) I DON’T WANT (-)

I GET (+)

I DON’T GET (-)

POWERFUL MAN VICTIM

LOOSERSUCCESSFUL

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 =

> 1Tekanan x Visi x Rencana Transisi

Resistensi

Mempersiapkan perubahan….

S U nderstand the organization

C C E xperienced help where necessary

S S takeholder involvement

hared vision

ultural alignment

ommunication

trong leadership

PENDEKATAN UNTUK PENDEKATAN UNTUK MENGATASI RESISTENSIMENGATASI RESISTENSI

Systemic ApproachSystemic Approach Top-downTop-down Bottom-upBottom-up

Transformational intelligence Transformational intelligence ApproachApproach Motivational intelligence (MQ)Motivational intelligence (MQ) Process intelligence (PQ)Process intelligence (PQ) Relational intelligenceRelational intelligence Creative intelligenceCreative intelligence

ORGANISATION

DEPARTMENT

INDIVIDUAL

ST

RU

CT

UR

AL

TE

CH

NO

LO

GIC

AL

PO

LIT

ICA

L

SO

CIA

L

BOTTOM UP

TOP DOWN

Systemic ApproachSystemic Approach

CQ

CQ CQ

MQ

RQ PQ

TRANSFORMATIONAL INTELLIGENCE TRANSFORMATIONAL INTELLIGENCE APPROACHAPPROACH

Methods for dealing with resistance to change

Approach Commonly used in situation

Advantages Drawbacks

Education+communicati

on

Where there is a lack of information or inaccurate information and analysis

Once persuaded, people will often help with the implementation of the change.

Can be very time-consuming if lots of people are involved.

Participation + involvement

Where the initiatiors does not have all the information they need to design the change, and where others have considerable power to resist.

People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan.

Can be very time-consuming if participators design an inappropriate changes

Facilitation + Facilitation + support support

Where people Where people are resisting are resisting because of because of adjustment adjustment problemsproblems..

No other No other approach works approach works as well with as well with adjustment adjustment problemsproblems

Can be time Can be time consuming, consuming, expensive and expensive and still fail. still fail.

Negotiation + Negotiation + agreementagreement

Where Where someone or someone or some group some group will clearly will clearly lose out in a lose out in a change and change and where that where that group that group that has has considerable considerable power to power to resist. resist.

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

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

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

Approach Approach Commonly used Commonly used in situation in situation

Advantages Advantages Drawbacks Drawbacks

PENGALAMAN YANG PENGALAMAN YANG DAPAT DIPETIKDAPAT DIPETIK

Change is learning, and learning is changeChange is learning, and learning is change Individual learning and organizational Individual learning and organizational

learning are inextricably linklearning are inextricably link There are far more options for There are far more options for

improvement or innovation than there is improvement or innovation than there is time or resources to address themtime or resources to address them

Change is not an event but is a complex Change is not an event but is a complex and subjective learning/unlearning process and subjective learning/unlearning process for all concernedfor all concerned

The most successful changes are the result The most successful changes are the result of team effortof team effort

PENGALAMAN YANG PENGALAMAN YANG DAPAT DIPETIKDAPAT DIPETIK

The change process is cyclical, not The change process is cyclical, not linearlinear

Change does not just happen – it must Change does not just happen – it must be leadbe lead

Change is a mix of external forces and Change is a mix of external forces and individual actionindividual action

We must look outside as well as inside We must look outside as well as inside for viable change ideas and solutions.for viable change ideas and solutions.

THANK YOUTHANK YOU