1. Mengelola Proses Perubahan secara Efektif
Change Management
Mengelola Proses Perubahan secara Efektif

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Composed by : Yodhia Antariksa
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3. Contents Five Activities Contributing to Effective Change Management
Motivating Change
Creating Vision of Change
Developing Political Support
Managing the Transition
Sustaining Momentum

4. Rate of Change
“When the rate of change outside exceeds the rate of change inside, the end is in sight”
Jack Welch
No longer a question of WHETHER changes are needed anymore, but whether they can keep pace with the need and leapfrog our competitors
they’d better not be in the same business 5-10 years from now that they’re in today. they’d also better be the first, not the last, to know why, and the first to know what to do about it.
Present organization is a good predictor of what will PREVENT you from developing the kind of organization you need -- Like all creatures, it has a vested interest in continuing to exist.
In approaching change -- the model of unfreeze, transition, then refreeze worked well for many years -- and was okay for singular changes. Today’s and tomorrow’s challenges require a much more dynamic, and constant approach. 2 2

5. Five Activities Contributing to Effective Change Management

6. 2. Creating Vision of Change 3. Developing Political Support
Five Activities Contributing to Effective Change Management
Motivating Change
2. Creating Vision of Change
Effective Change
Management
3. Developing Political Support
4. Managing the
Transition of Change
5. Sustaining Momentum

7. Motivating Change Sensitize organizations to pressure for change
Reveal discrepancies between current and desired states
Motivating change and creating readiness for change
Convey credible positive expectations for the change

8. Force Field Analysis Model
Restraining Forces for Change
Current Situation
Driving Forces for Change

9. Change Force Field Analysis Model
Strengthening or adding driving forces
Removing or reducing restraining forces
Change
Changing the direction of some of the forces

10. Group 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

11. Barriers to Change Resistance to Change
20%
40%
60%
80%
100%
Resistance to Change
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
Source: Information Week, June 20, 1994

12. Individual Resistance
Habit
Economic Factors
Job Security
Individual Resistance
Fear of the Unknown
Selective Information Processing

13. Organizational Resistance
Threat to Established Power Relationship
Threat to Established Resource Allocations
Structural Inertia
Organizational Resistance
Limited Focus of Change
Group Inertia

14. Overcoming Resistance to Change
Education and Communication
Negotiation
Overcoming Resistance to Change
Participation and Involvement
Manipulation and Cooptation
Facilitation and Support
Coercion

15. Bold and Valued Outcomes
2. Creating Vision of Change
Bold and Valued Outcomes
Constructing the Envisioned Future
Desired Future State

16. 3. Developing Political Support
Assessing Change Agent Power
Developing Political Support
Identifying Key Stakeholders
Influencing Stakeholders

17. Influencing Key Stakeholders
Information / understanding?
Involvement and ownership?
Changes in planned actions?
Direction from more senior managers?
Evidence of the success of the change?
What would make them more supportive of the change?

18. Influencing Key Stakeholders
Personal threat ?
Non-involvement in decisions ?
Personal rivalries ?
Insufficient evidence in ‘trial period’ (defined by them) ?
What would make them less supportive of the change?

19. Change Management Team
4. Managing the Transition
Current State
Desired Future State
Transition State
Activity Planning
Change Management Team

20. 5. Sustaining Momentum Sustaining Momentum
Providing Resource for Change
Building a Support System for Change Agents
Sustaining Momentum
Developing New Competencies and Skills
Reinforcing New Behaviors
Staying the Course

21. Recommended Further Readings:
Thomas Cummings and Christopher Worley, Organization Development and Change, South Western College Publishing
Lynn Fossum, Understanding Organizational Change, Crisp Learning Publication

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