9/14/2021

CURRICULUM VITTAE
NAMA : EKO ARIK SUSMIATIN
PENDIDIKAN : 1. S 1 Keperawatan Universitas Indonesia 2000
2. S 2 Keperawatan Universitas Indonesia 2010
3. Spesialis Kep.Jiwa Univ. Indonesia 2011
Pengalaman : 1. Puked 3 AKPER KH 2001 – 2003
2. Puked 1 Akper KH 2003 – 2005
3. Kaprodi S 1 Kep Stikes KH 2005 – 2008
4. Kaprodi D 3 Kep.Stikes KH 2011 – 2015
Aktivitas saat ini ;
1. Fasilitator Exellent Servis dan komunikasi Efektif di beberapa RS 2012 - sekarang
2. Tim Teknis Penanggulangan Masalah Keswa Dinkes Propinsi Jatim 2013 – 2023
3. Koordinator Bakorwil 1 Jatim di Madiun ( 10 Kab/Kota)
4. Pengurus IPKJI Jatim 2013 - 2023
Kuliah Theori Dan Falsafah Keperawatan 2021

KONSEP BERUBAH
NS.EKO ARIK SUSMIATIN, M.Kep.Sp.Kep.J
mardhatillah469@gmail.com

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MENGAPA PERLU BERUBAH ?

 Perubahan kebutuhan
masyarakat
 Kompetisi yang semakin
ketat
 Globalisasi bergai bidang
termasuk kesehatan
 Perubahan kebijakan
pemerintah (UU Sisdiknas,
BHP, quality-assurance)
 Kemajuan teknologi
komunikasi dan informasi

HAKEKAT PERUBAHAN 4
 Perubahan dapat berupa perubahan yang radikal yaitu
perubahan yang dapat merubah komponen sistem dalam
organisasi dan perubahan incremental yaitu perubahan yang
terjadi terus menerus dan dampaknya kecil karena merupakan
perubahan yang biasa dalam sebuah organisasi (Wood J.,
Wallace J., Zeffane, R.M., Schermerhon, 2001)
 Perubahan keorganisasian (organizational change)
merupakan tindakan beralihnya suatu organisasi dari kondisi
yang berlaku kini, ke kondisi masa yang akan datang yang
diinginkan guna meningkatkan efektivitasnya (Winardi, 2003)
 Menurut Kurt Lewin dalam Coram & Bernard (2001) perubahan
organisasi merupakan suatu proses yang sistematis yakni
perubahan dari sebuah topik yang hanya menarik untuk
beberapa akademisi dan praktisi menjadi sesuatu topik yang
menarik untuk para eksekutive perusahaan untuk kelangsungan
hidup organisasi.

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PENDAHULUAN
 GOOD UNIVERSITY TEACH, GREAT
UNIVERSITY TRANSFORM:
 Knowledge to product
 Human resource to human capital
 Imagination to reality
 GOOD UNIVERSITY PRODUCE GRADUATES,
GREAT UNIVERSITY PRODUCE LEADERS

PERUBAHAN dalam Organisasi

 Tidak banyak individu atau organisasi
menyukai adanya perubahan, namun
perubahan tak bisa dihindari, harus
dihadapi.
 Maka diperlukan satu pengelolaan
perubahan agar proses & dampak dari
perubahan tersebut dapat di arahkan
pada titik perubahan yang positif.

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Masalah dalam PERUBAHAN

 Banyak masalah yang bisa terjadi ketika perubahan akan

dilakukan , masalah yang paling sering & menonjol adalah
“penolakan atas perubahan itu sendiri” (resistance to
change).
 Penolakan bisa jelas terlihat (eksplisit) & segera, misal :
mengajukan protes, ancaman mogok, demonstrasi.
 Penolakan yang tersirat (implisit) & lambat laun, misal :
loyalitas pd organisasi berkurang, motivasi kerja turun,
kesalahan kerja meningkat

Kuliah Theori Dan Falsafah Keperawatan 2021

Mengapa perubahan
ditolak ?
 Penolakan atas perubahan oleh
individual
 Penolakan perubahan oleh kelompok
atau organisasional
 (Stephen P. Robbins, Organizational
Behavior, Concepts, Controversies,
and Application, 1991)

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Sulit berubah

better

PRESENT upper FUTURE

PAST
“GAP”
lower

harmfull

The DELTA GAP’s Theory of CHANGE

Ikaputra et.al, Unistaff summer school Unisattt Training, 2005

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STRATEGIC PLAN IN
CHANGE PROCESS

Perception Before

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JUSTIFIKASI PERUBAHAN

TYPE /MODEL PERUBAHAN

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JENIS/TYPE PERUBAHAN:
1.Kurt Lewin

Hal – hal yang perlu dilakukan

(konsep):

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Early stage og Change by

Lewin

Second stage Action

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Third Stage Action

ADKAR MODEL PREPARATION

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AKARD Change Model

SPECIFIC ACTION of
ADKAR model’s

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KOTTER’S MODEL

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Specific Action...

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MANAJEMEN PERUBAHAN
PROSES PERUBAHAN

MASA
KONDISI
TRANSISI
SAAT INI KONDISI
YANG DIHARAPKAN

• Low stability
Established equilibrium
that continues • High emotional stress
indefinitely until
• High (often undirected) energy
something disrupts it • NEW VISION
• Control becomes major issue
• Past patterns of behavior become
Stability
highly valued
• Conflict increases
Feeling of security

MANAJEMEN PERUBAHAN & TRANSISI

(WORKING ON THE GAP)

1. EXPLORING
3. VENTURING
Involving people as many as
possible to have : • Analizing the gap
• Anticipating resistance and
• Sharing vision gaining the commitment
• Providing opportunities for
innovation and creativity
• Agreed upon SWOT feeling
Pilot and implementation

4. INTEGRATING
2. SYSTEMIZING the Process: • Evaluate the changing process
• Expand successful process
• Keep people connected to • Review the pilot and
implementation
the change process • Institutionalized the approach

• To create a space to express

the positive and negative

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RESISTENSI TERHADAP PERUBAHAN

 Mengaparesisten terhadap
perubahan?
Selfinterest
Psychological impact
Redistributive factor
Destabilisation effect
Culture incompatibility

RESISTENSI TERHADAP PERUBAHAN

 Mengaparesisten terhadap
perubahan?
Selfinterest
Psychological impact
Redistributive factor
Destabilisation effect
Culture incompatibility

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Transmision Model of change

Transmision Model of
change

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RESISTENSI TERHADAP PERUBAHAN

 Bagaimana sikap resisten terhadap

perubahan?
Status quo
Filtering of information
Maladaptive defence mechanisms
Negative personal construct

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I WANT (+) I DON’T WANT (-)

POWERFUL
I GET (+) MAN VICTIM

SUCCESSFUL
I DON’T GET (-) LOOSER 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

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Tekanan x Visi x Rencana Transisi

Perubahan = >1
Resistensi

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Mempersiapkan perubahan….
S hared vision
U nderstand the organization
C ultural alignment
C ommunication
E xperienced help where necessary
S trong leadership
S takeholder involvement

PENDEKATAN UNTUK MENGATASI

RESISTENSI
 Systemic Approach
 Top-down
 Bottom-up
 Transformational intelligence Approach
 Motivational intelligence (MQ)
 Process intelligence (PQ)
 Relational intelligence
 Creative intelligence

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Systemic Approach

TOP DOWN

TECHNOLOGICAL
ORGANISATION

STRUCTURAL

POLITICAL

SOCIAL
DEPARTMENT

INDIVIDUAL

BOTTOM UP

TRANSFORMATIONAL INTELLIGENCE APPROACH

CQ CQ
RQ PQ

MQ

CQ

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Methods for dealing with resistance to change

Approach Commonly used Advantages Drawbacks
in situation

Education Where there is a Once persuaded, Can be very time-

+communication lack of people will often consuming if
information or help with the lots of people
inaccurate implementation are involved.
information and of the change.
analysis

Participation + Where the initiatiors People who participate Can be very time-
does not have all will be committed to consuming if
involvement
the information implementing change, participators
and any relevant
they need to design an
information they
design the change, have will be inappropriate
and where others integrated into the changes
have considerable change plan.
power to resist.

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

Approach Commonly used Advantages Drawbacks

in situation
Facilitation + Where people are No other approach Can be time
support resisting because works as well with consuming,
of adjustment adjustment problems expensive and still
problems. fail.

Negotiation + Where someone Sometimes it is a Can be too

agreement or some group relatively easy way to expensive in many
will clearly lose avoid major cases if alerts
out in a change resistance. others to negotiate
and where that for compliance.
group that has
considerable
power to resist.

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PENGALAMAN YANG DAPAT DIPETIK

 Change is learning, and learning is change

 Individual learning and organizational learning are
inextricably link
 There are far more options for improvement or
innovation than there is time or resources to address
them
 Change is not an event but is a complex and
subjective learning/unlearning process for all
concerned
 The most successful changes are the result of team
effort

PENGALAMAN YANG DAPAT DIPETIK

 The change process is cyclical, not linear

 Change does not just happen – it must be lead
 Change is a mix of external forces and individual action
 We must look outside as well as inside for viable change ideas and
solutions.

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THANK YOU

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