CURRICULUM VITAE

DATA PRIBADI
Nama : dr.ADIB ABDULLAH YAHYA,MARS
Pangkat : Brigjen TNI (Purn)
Tempat/tanggal lahir : Magelang,16 Februari 1949
Jabatan : DIREKTUR UTAMA RUMAH SAKIT MMC
Agama : Islam
ALAMAT : Jl. Punai H-24,Kel.Tengah,Jakarta Timur – 13540
Telp : (021)8404580
Fax : (021) 8408047
HP : 08161803497
E-MAIL : adibabdullahyahya@yahoo.com
PENDIDIKAN UMUM
SMA Negeri Magelang 1966
S1 : Fakultas Kedokteran Universitas Gajah Mada (UGM),
Yogyakarta, 1973
S2 : Fakultas Kesehatan Masyarakat, Universitas Indonesia (UI), Jakarta,
Program Kajian Administrasi Rumah Sakit ( KARS )

PENDIDIKAN MILITER
Sekolah Staf dan Komando TNI Angkatan Darat (SESKOAD), 1987/1988

PENGHARGAAN :

1. TNI : SATYA LENCANA KESETIAAN 24 TAHUN

SATYA LENCANA DWIJA SISTHA
2. FK UGM : ALUMNUS BERPRESTASI (TAHUN 2000 dan 2013)
3. PERSI : PARAMAKARYA SATYA HUSADA (TAHUN 2012)
LIFETIME ACHIEVEMENT ― WIRADARMASALA ― ( 2018 )
4. MARKPLUS : JABODETABEK MARKETING CHAMPION SECTOR HOSPITAL TAHUN 2017
5. KARS : INOVATOR & MOTIVATOR PATIENT SAFETY DI INDONESIA (TAHUN 2018)
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PENGALAMAN JABATAN
Komandan Detasemen Kesehatan Pasukan Pengamanan Presiden (Paspampres), 1987-1991
Kepala Rumah Sakit ―Muhammad Ridwan Meuraksa‖, Jakarta, 1992
Kepala Kesehatan Daerah Militer (Kakesdam) Jaya, Jakarta, 1993
Komandan Pusat Pendidikan Kesehatan TNI – AD,1995 – 1999
Wakil Kepala Pusat Kesehatan TNI, 1999 – 2000
Kepala RSPAD Gatot Soebroto, 2000 – 2002
Dekan Fakultas Kedokteran UPN, Jakarta, 2000 – 2002
Wakil Ketua Tim Dokter Kepresidenan RI, 2000 – 2002
Direktur Kesehatan TNI Angkatan Darat (Dirkesad), 2002-2004
Wakil Ketua Tim Pemeriksaan kesehatan untuk calon Presiden dan calon Wakil Presiden RI Th.2004
DOSEN Pasca Sarjana FKM UI, Kajian Administrasi Rumah Sakit (KARS)
DOSEN Pasca Sarjana ,Prodi Biomedical Engineering, UI
DOSEN Pasca Sarjana,UEU, Prodi Magister Administrasi Rumah Sakit
DIREKTUR UTAMA RUMAH SAKIT MMC

ORGANISASI
Ketua Ikatan Rumah Sakit Jakarta Metropolitan (IRSJAM), 2000-2003
Ketua Umum Perhimpunan Rumah Sakit Seluruh Indonesia ( PERSI), 2003-2009
PRESIDENT OF ASIAN HOSPITAL FEDERATION ( AHF ) 2009 – 2011
Anggota Komnas FBPI.
Surveyor KARS
Ketua Umum PERMAPKIN
Ketua Komtap Bidang Kebijakan Kesehatan KADIN Indonesia
Angggota TNP2K.
Dewan Penyantun Perhimpunan Rumah Sakit Seluruh Indonesia ( PERSI)
Dewan Pakar IDI
Anggota Majelis Kehormatan Etik Kedokteran (MKEK) IDI Pusat
Tim Konsultan Institut Manajemen Risiko Klinis ( IMRK )
Anggota KNKPRS
Koordinator Bidang 1 : KAJIAN KESELAMATAN PASIEN, IKPRS- PERSI
Instruktur HOPE ( Hospital Preparedness for Emergencies and Disasters)
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 ―CHANGE MANAGEMENT &
CREATIVE THINKING
DI ERA DISRUPSI‖

Dr. ADIB A YAHYA, MARS

KETUA UMUM PERMAPKIN

SEMINAR NASIONAL V,HEALTHCARE EXPO IV & KONGRES V

ASOSIASI RUMAH SAKIT SWASTA INDONESIA (ARSSI)
― MEMPERSIAPKAN RUMAH SAKIT INDONRSIA MENGHADAPI SITUASI DISRUPSI DI ERA YANG KOMPETITIF ―
HOTEL THE RITZ-CARLTON,JAKARTA 17 – 19 JULI 2018

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Change management
 Why is change management
important?

Change in organizations is never easy, and

redesign teams need to
respect the concerns of the staff they are working with
but they also have to be prepared to lead where
change is necessary and appropriate.
 change management theory commonly used

Kotter’s 8 Steps for Change provide a process-focused

approach to making change an actuality

(adapted from Kotter, J, 1996, Leading Change, Harvard Business School Press).

Dr. John Kotter, who wrote

the book "Our Iceberg Is
Melting, Changing and
Succeeding Under Adverse
Conditions," proposes
eight steps that lead to a
successful change.
 Eight Steps of Change:

The first phase in implementing change includes

setting the stage:

- Step 1: Create a sense of urgency. Help others see the need

for change and the importance of acting immediately.

- Step 2: Pull together the guiding team.

Make sure that a powerful group is guiding
the change—one with leadership skills,
credibility, communications ability, authority,
analytical skills, and a sense of urgency.
The second phase in implementing change includes
deciding what to do:

- Step 3: Develop the change vision and strategy.

Clarify how the future will be
different from the past and
how you can make that future
a reality.
 The third phase in implementing change includes
making it happen:

- Step 4: Communicate for understanding and buy-in. Ensure that

as many others as possible understand and accept the vision
and the strategy.

- Step 5: Empower others to act.

Remove as many barriers as possible
so that those who want to make the vision
a reality can do so.

- Step 6: Produce short-term wins.

Create some visible, unambiguous
successes as soon as possible.

- Step 7: Don't let up. Press harder and

faster after the first successes. Be relentless with instituting change
after change until the vision becomes a reality.
The final phase in implementing change includes
making it stick:

- Step 8: Create a new culture. Hold onto the new

ways of behaving and make sure
they succeed until they become
a part of the very culture of
the group
 Putting the Change in Context

Planning, Managing and Implementing Change: Template for the creation of a Change Plan
Martyn Laycock, 2002, www.healthknowledge.org.uk
 Resistance to change in organizations
Change is not the problem – resistance to change is the problem

Leaders can’t control much of the world changing around

them, but they can control how they respond to how
employees feel about a change.

Understanding the most common reasons people object

to change gives you the opportunity to plan your change
strategy to address these factors.
 Attitudes to Change/Change Types

Planning, Managing and Implementing Change: Template for the creation of a Change Plan
Martyn Laycock, 2002, www.healthknowledge.org.uk
The eight most common beliefs and reasons
that people resist change

1.There isn’t any real need for the change

2. The change is going to make it harder for them to meet their
needs
3. The risks seem to outweigh the benefits
4. They don’t think they have the ability to make the change
5. They believe the change will fail
6. Change process is being handled improperly by management
7. The change is inconsistent with their values
8.They believe those responsible for the change can’t be trusted
“It isn’t the change that people resist;
it is the transition.”
- William Bridges
CREATIVE THINKING

INNOVATIONS
 What is Creativity?

Ideational fluency........the ability to generate many different

ideas.
Possibility thinking......the ability to see many ways of doing
things.
Scenario thinking........the ability to conceive of a range of
future possibilities.
Combinational ability...the ability to see relationships among
seemingly unrelated objects or ideas.
Provocation skill..........the ability and will to challenge
traditional ways of thinking or doing things.
Disruptive tendency.....the ability to disassemble familiar ways
of doing things and reassemble them in new ways.
Paradigm flexibility......the ability to change one’s frame of
reference from prevailing ideas and beliefs.

Reference: de Bono, Edward (1992) Serious creativity: Using the power of

lateral thinking to create new ideas. New York, Harper Business
 Creative behaviours
• questioning
• responding in a surprising way
• challenging conventions assumptions
• thinking independently
• seeing challenges positively
• visualizing alternatives
• using imagination
• considering other perspectives
• playing with ideas and experimenting
• trusting one’s intuition
• modifying ideas through the process
• recognizing when an idea has value and pursuing it
• seeking unusual solutions
Bloom’s taxonomy (revised)

HIGHER ORDER THINKING SKILLS

CREATING

EVALUATING

ANALYZING

APPLYING

UNDERSTANDING

REMEMBERING

LOWER ORDER THINKING SKILLS

Personal creativity characteristics

Listening to one’s
―inner voice‖

Digging deeper
into ideas

Openness and
courage to explore
ideas

Generating
ideas
 The Healthcare Leadership Alliance Competency Model
MODIFIKASI PERMAPKIN

Interactive Enlightenment
ability capacity
A. Relationship Management A. Personal and Professional
B. Communication Skills Accountability
C. Facilitation and Negotiation B. Professional Development and
Lifelong Learning
C. Contributions to the Community
and Profession

Problem Solving
Attitude
A. General Management
Knowledge B. Financial Management
Driven C. Human Resource
Management
A. Healthcare Systems and D. Organizational Dynamics
Organizations and Governance
B. Healthcare Personnel E. Strategic Planning and
C. The Patient’s Perspective Marketing
D. The Community and the F. Information Management
Environment G. Risk Management
H. Quality Improvement

Leadership includes:
A. Leadership Skills and Behavior
B. Organizational Climate and Culture
C. Communicating Vision
D. Managing Change
Entrepreneurship :
- innovative, risk-taking, and
opportunity-driven .
KESIMPULAN
 FINAL WORDS

" It is not the strongest

of the species that survives,
nor the most intelligent
that survives
It is the one that is
most adaptable
to change ―
Charles Darwin
 SELAMAT
BERSEMINAR

Everybody will be happy

TERIMAKASIH 31
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