Manajemen

Perubahan
A MA NDA SE T IO R INI , S . P S I . , M. M
Change
K E G IATA N B E L A J A R 1
Change!
Stone Age

Agrarian Age

Industrial Age

Information Age
Old vs. New Economy
O L D E CO NO MY NE W E C O N O M Y

• Centralization & control • Decentralization & little control

• Enormous capital • Small capital
• Tangibles  material things • Intangibles  ideas
Elements of Knowledge Economy
• Digitization
• Virtualization
• Integration
• Speed
• Global domain
• Intellectual capitalism
• Knowledge assets
• Innovations
Kurva Perubahan
 PE R U BAHAN PADA DASAR NYA BUKANLAH
ME NER APKAN T EKNOLOGI, METODE, ST R UKT UR, ATAU
MA NA J E R -MA NA JER B A R U. P E R U B A HA N PA D A
DA SA R NYA A D A L A H ME NG UBA H CA R A MA NU S IA
DA L A M B E R P I K I R D A N B E R P E R ILA K U.

Rhenald Kasali (2005)

Dorongan untuk Berubah
Organisasi
Suatu sistem terbuka dimana komponen yang terkait di
dalamnya
—SDM, material, & teknologi—
sangat dipengaruhi oleh lingkungan eksternal

Cumming & Worley (2005)

Organisasi & Lingkungan
• Politik
• Ekonomi
• Sosial/ Budaya
• Teknologi
• Environment
• Legal
Faktor Eksternal (Makro)
• FAKTOR POLITIK/KEBIJAKAN • FAKTOR EKONOMI
• Kestabilan Pemerintahan • Pertumbuhan Ekonomi
• Kebijakan Perkreditan • Suku bunga
• Komunitas ASEAN 2015 • Inflasi
• Kondisi Keamanan • Nilai tukar
• Otonomi Daerah • Kenaikan harga BBM
Faktor Eksternal (Makro)
• FAKTOR SOSIAL BUDAYA • FAKTOR TEKNOLOGI
• Demografi • Temuan baru yang dapat meninggalkan
keunggulan bersaing
• Tingkat Pendidikan
• Temuan baru yang dapat menghasilkan produk
• Distribusi Pendapatan substitusi
• Gaya Hidup Global • Kecepatan transfer teknologi
• Konsumerisme • Kecepatan keusangan teknologi
Faktor Eksternal (Makro)
• FAKTOR LINGKUNGAN • FAKTOR LEGAL
• Green movement • Peraturan-peraturan baru
• Sustainability • Aturan global
• Good Corporate Governance
Faktor Eksternal (Mikro)
• STAKEHOLDERS
• Pelanggan
• Pesaing
• Pemasok
• Produsen produk substitusi
• Pemilik
• Masyarakat
Faktor Internal
• Perubahan pimpinan/pemilik
• Strategi jangka panjang yang baru
• Konflik internal yang berkepanjangan
• Lembaga merugi
• Lembaga ‘menua’ (begitu-begitu saja)
Mengapa Harus Berubah?
Pelanggan

Pesaing Organisasi Pemasok

Produk
substitusi
PELANGGAN
• Di industri farmasi, kini ada kecenderungan dari konsumen untuk
mengkonsumsi obat-obatan tradisional atau obat-obatan berbahan
baku alami (herbal);
• Di industri transportasi udara, pelanggan kini lebih memprioritaskan
kecepatan dan harga yang murah, dibandingkan pelayanan in flight
PESAING
• Di industri transportasi udara, kini ada banyak maskapai
penerbangan yang menawarkan harga tiket yang sangat bersaing;
• Di industri majalah, kini muncul ratusan majalah baru yang dimiliki
oleh pemodal swasta nasional atau pemodal asing yang kuat
PEMASOK
• Bahan baku semakin sulit diperoleh
• Tenaga kerja handal semakin mahal dan langka
 PRODUSEN
PRODUK
SU BST ITUS I
• 10 tahun yang lalu, transportasi udara bukan produk subtitusi yang
signifikan bagi transportasi darat dan laut.
• 15 tahun yang lalu, hanya mesin faksimili yg menjadi produk subtitusi
bagi jasa pos. Sekarang ada telepon seluler/SMS dan e-mail
Sudut Pandang Proses
Perubahan
Change Process Viewpoints

• White-water
Rapids Metaphor
• Lack of
environmental
stability and
predictability
• Requires managers
and organizations
continually adapt
(manage change
actively) to survive
White-water Rapids Metaphor
Change Process Viewpoints

• The Calm Waters

Metaphor
• Symbolizes a break in
the organization’s
equilibrium state
• Unfreezing the status
quo
• Changing to a new
state
• Refreezing to make the
change permanent

Calm Water Metaphor

Perubahan Berkelanjutan
Assumptions about Constant Change
• Change can begin anywhere.
• Everyone is responsible for making change work.
• There is never enough information.
• The critical skill is “learning how to learn.”
• There is no quick fix.
• Change is both toxic and tonic.
• Change is stressless only for the mindless.
• Change challenges people in power.
Tahapan Perubahan
Resistensi
K E G IATA N B E L A J A R 2
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Individu
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RESISTENSI INDIVIDU THD
PERUBAHAN
• Takut thd sesuatu yg baru
• Takut thd dampak ekonomi
• Tidak nyaman
• Tidak ada kepastian
• Ancaman thd suasana hubungan
• Ancaman thd status atau kemampuan yg ada
• Takut thd kompetensi yg hrs dipenuhi

Woodward
42
Resistance to Change (or) Anticipated
Change
People are affected by Change

Individuals react differently to change with varying degrees of

acceptance
• Some thrive on and actively seek change
• Some simply accept change
• Some resist change
SIKAP2 ORANG THD PERUBAHAN
• Ada orang yg menganggap perubahan itu tidak
perlu.
• Ada orang yg tidak percaya perubahan itu akan
efektif.
• Ada orang yg tidak percaya perubahan itu penting.
• Ada orang yg tidak percaya bahwa perubahan itu
layak dilakukan.
• Ada juga orang yg menerima dan mau melakukan
perubahan, dan percaya akan manfaatnya, dan tidak
setuju dgn keempat pendapat diatas.

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Spotting Signs of Resistance
These reasons include:
• Their security is threatened.
• The change threatens their sense
of competence.
• They fear they will fail at new
tasks.
• They are comfortable with the
status quo.
Signs of Individual Resistance
How many of you have observed?
• Complaints
• Errors
• Anger
• Stubbornness
• Absence due to illness
• Withdrawal
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The “People Phases”
• The Change / Project Manager will need to be aware following
typical reaction of people to change :
1. Denial
2. Resistance
3. Exploration
4. Commitment

© Association for Project Management

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Adapted from Prosci 2008

Consequences of not managing the

people side of change

• Lower productivity
• Passive resistance
• Active resistance
• Turnover of valued employees
Adapted from Prosci 2008

Consequences of not managing the

people side of change

• Disinterest in the current or future state

• Arguing about the need for change
• More sick days
• Change not fully implemented
Adapted from Prosci 2008

Consequences of not managing the

people side of change

• People finding work arounds

• People revert to the old way of doing things
• The change being totally scrapped
• Divides are created between ‘us’ and ‘them’
Individual Change
Why?
• Individual change is at
Organization the heart of everything
that is achieved in
organizations
Team
• Once individuals have to
motivation to do
something different,
the whole world can
Self begin to change
Plateaus of Change

Micro Changes
Personal lives

Organizational
Changes

Macro Changes
Global impact
Approaches
Approaches
• Behavioural  Reward vs. Punishment
• Cognitive  Coaching
• Psychodynamic  Inner conflict
• Humanistic  Hierarchy of needs
Psychodynamic Approach
• The key assumption is that all human behaviour can be explained in
terms of inner conflict of the mind
Humanistic Approach
• Daniel Goleman 
emotional intelligence
and management
competence  what
makes for more effective
managers is their degree
of emotional self-
awareness and ability to
engage with other on
emotional level.
 question
WHI CH O NE O F T HO SE A P P R OACHE S D O YO U P R E F E R ? WHY ?
Organisasi
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Mengelola Resistensi
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 PIHAK YG HARUS DIPERHATIKAN
High

BLOCKERS SPONSORS
P
O
W
E
R
SLEEPERS WILLING WORKERS

Low High

COMMITMENT
Mike Green
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Manajemen
Perubahan
K E G IATA N B E L A J A R 3
Adapted from Prosci 2008
Change management
is:

The process, tools and techniques to manage the

people-side of change to achieve the required
business outcome.
 What is it?

• Change management is the methodology that integrates

change and the ability of the organization and people to
adopt it.
• It is an organized, systematic application of the knowledge,
tools and resources of change that provides organizations
with a key process to achieve their business strategy.
• It is a real tool to mitigate the risk and increase both the
ownership and sustainability of change.
91
Some myths or
Why we don’t need change management

• People will always adapt to change.

• Change happens, you don’t have to manage
it.
• That’s what we pay our managers to do.
• The project will get done with or without
change management.
• If you change the process, everything will
change.
93
MANAJEMEN PERUBAHAN-MP
(CHANGE MANAGEMENT-CM)
MP adalah pendekatan terstruktur utk merubah
individu, kelompok, dan organisasi dari keadaan
sekarang kpd keadaan yg diinginkan pd masa depan.
Ini merupakan proses organisasional yg bertujuan utk
memberdayakan anggota utk mau menerima
perubahan dari yg biasanya mereka lakukan selama
ini

Hiatt&Jeff

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Change Management  Efektivitas
Organisasi
• STRATEGY Sasaran dan cara organisasi mencapai sasaran yang lebih
baik.
• STRUCTURE Pembagian fungsi & tugas dalam organisasi
• SYSTEMS Mekanisme/prosedur yang membuat organisasi dapat
berjalan baik, misalnya: sistem perencanaan, pengendalian, produksi,
pengembangan, budgeting, reward, punishment.
Change Management  Efektivitas
Organisasi
• SKILLS Kompetensi individu dan organisasi.
• STAFF Alokasi dan penempatan SDM sesuai dengan skill, knowledge,
attitude.
• STYLE Gaya manajemen yang diaplikasikan untuk menggerakkan
organisasi. SHARED VALUES Nilai-nilai yang ditumbuhkembangkan
untuk mengikat seluruh elemen organisasi
Jenis Perubahan
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Proses Manajemen Perubahan
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Prinsip Manajemen Perubahan
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Prinsip Manajemen Perubahan
1. Menggunakan pendekatan manusia
2. Dimulai dari atas
3. Melibatkan setiap lapisan
4. Buat dalam bentuk formal
5. Menciptakan rasa memiliki
6. Mengomunikasikan perubahan
7. Memperhatikan budaya organisasi
8. Mengakui budaya secara eksplisit
9. Bersiap untuk hal-hal tak terduga
10. Berbicara secara personal
Teori Perubahan
 3

117
 The Individual Perspective School

• All behaviour is learned; In order to change behaviour, it is

necessary to change the conditions that causes it (Skinner,
1974).
• Behaviour modification is used to modify the behaviour of
individuals (rewards etc)
• Individual should also understand of themselves and the
situation which they believe, will lead to changes in
behaviour (Gestalf-field perspective).

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The Group Dynamics School
• This school emphasis on bringing about organisational change
through teams or work groups, rather than individuals (Bernstein,
1968).
• The focus of change must be at the group level and should concentrte
on influencing and changing the group’s norms, roles and values
(Cummings and Huse, 1989)

122
The Open Systems School
• They sees organisations as composed of a number of interconnected
sub-systems.
• Any change in one part of the system will have an impact on other
parts of the system and, in turn, on its overall performance (Scott,
1987).
• They emphasis on overall synergy through clearly defined lines of
coordination to pursue overall business objectives.

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Perubahan dalam
Organisasi
K E G IATA N B E L A J A R 4
What Is Organizational Change?
• Organizational Change
• Any alterations in the people, structure, or technology of an
organization
• Characteristics of Change
• Is constant yet varies in degree and direction
• Produces uncertainty yet is not completely unpredictable
• Creates both threats and opportunities
Managing change is an integral part
of every manager’s job
What Is Organizational Change?
• Organizational Change
• Any alterations in the people, structure, or technology of an
organization
• Characteristics of Change
• Is constant yet varies in degree and direction
• Produces uncertainty yet is not completely unpredictable
• Creates both threats and opportunities
Managing change is an integral part
of every manager’s job
What Is Organizational Change?
• Organizational Change
• Any alterations in the people, structure, or technology of an
organization
• Characteristics of Change
• Is constant yet varies in degree and direction
• Produces uncertainty yet is not completely unpredictable
• Creates both threats and opportunities
Managing change is an integral part
of every manager’s job

employee’s
Pendorong Perubahan
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Karakteristik Perubahan
Organisasi
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Planned vs. Emergent Change
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Planned Change
Planned Change
Activities that are intentional and goal oriented.
Goals of Planned Change:
• Improving the ability of the organization to adapt to changes in its environment.
• Changing the behavior of individuals and groups in the organization.

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149
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Pengembangan Organisasi
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CHECKLIST FOR THOSE SETTING OUT TO MAKE
ORGANIZATIONAL CHANGE
• STAFF – importance categories of people within organization

• SKILLS – distinctive capabilities, knowledge and experience of key people

• SYSTEMS – processes, IT systems, HR systems, knowledge management

systems

• STYLE – management style and culture

• SHARED VALUES – guiding principles that make the organization what it is

• STRATEGY – organizational goals and plan, use of resources

• STRUCTURE – the organization chart and how rules, responsibilities are

distributed in furtherance of the strategy

McKinsey 7S Model 155

MCKINSEY’S 7-S FRAMEWORK

CII Institute of Logistics Total Quality Management

The Hard S’s
Strategy: the direction and scope of the company over the long term.

Structure: the basic organization of the company, its departments, reporting

lines, areas of expertise and responsibility (and how they inter-relate).

Systems: formal and informal procedures that govern everyday activity,

covering everything from management information systems, through to the
systems at the point of contact with the customer (retail systems, call center
systems, online systems, etc).

CII Institute of Logistics Total Quality Management

The Soft S’s
Skills: the capabilities and competencies that exist within the company. What
it does best.

Shared values: the values and beliefs of the company. Ultimately they guide
employees towards 'valued' behavior.

Staff: the company's people resources and how the are developed, trained
and motivated.

Style: the leadership approach of top management and the company's

overall operating approach.

CII Institute of Logistics Total Quality Management

Jenis Perubahan
MACAM PERUBAHAN
(TYPES OF CHANGE)

• PERUBAHAN STRATEGI adalah perubahan yg besar,

jangka panjang, dan menyangkut masalah organisasi
yg luas. Berkenaan dgn upaya membawa organisasi
ke masa depan seperti yg telah dicanangkan dlm visi
dan strategi organisasi.
Ia mencakup tujuan dan misi organisasi, falsafah
perusahaan yg berkaitan dgn pertumbuhan, mutu,
inovasi dan nilai2 karyawan, pelanggan, posisi
bersaing, tujuan strategi utk mencapai dan
mempertahankan keunggulan bersaing dan
pengembangan pasarnya.

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• PERUBAHAN OPERASIONAL perubahan berkenaan dgn
sistem, prosedur, struktur, atau teknologi yg baru, yg
mempunyai dampak langsung kpd pengaturan
pekerjaan. Namun dampaknya thd karyawan dapat bisa
lebih terasa dp perubahan strategi, dan harus dilakukan
dgn berhati2.

• PERUBAHAN TRANSFORMASIONAL terjadi bilamana

ada perubahan fundamental dan menyeluruh thd
struktur, proses, dan prilaku yg mempunyai dampak yg
dramatis thd cara bagaimana organisasi itu berfungsi.

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Pendekatan terhadap
Perubahan
163
Types of strategic change

Scope of change

Realignment Transformation
Nature
of Incremental Adaptation Evolution
Change
Big Bang
Reconstruction Revolution
Menciptakan Perubahan
OPTIONS FOR CREATING CHANGE

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PERTANYAAN KUNCI BAGI
PENGEMBANGAN MASA DEPAN
• Perubahan utama apa yg diharapkan dari organisasi anda utk
dapat melayani dan berhasil di masa depan?
• Perubahan apa yg diharapkan bagi stakeholders utama dari
organisasi di masa depan?
• Perubahan utama apa yg diharapkan pd sikon lingkungan
ekonomi, sosial, politik, teknologi, dan eksternal lainnya yg
relevan di masa depan?

W.Bennis 168
169
Looking into the future
Current State Organizational Future State
Behaviour Performance Behaviour
Levers
n Act without consideration n Work with other units to
of other units and their address problems and
purpose Communication opportunities
n Withhold information from n Share information with
Education & Development
others others
n Elevate issues / problems Leadership Effectiveness n Take initiative to solve

upwards for resolution problems

Organizational Structure
n Discount all ideas “not n Search out and welcome

invented here” Measurement & Reward new ideas

n Focus on own needs rather n Focus on the needs of the
Staffing and Deployment
than those of the company, the customers and
organisation other employees
 Looking into the future

The value of Organizational Alignment

• Drives organizational behavior needed for process,

technology and culture changes
• Creates the environment where desired behaviors are
communicated, modelled, measured and rewarded
• Reinforces and sustains desired behaviors over time
through alignment of human and organizational systems
PERTANYAAN PENTING SBLM MELAKUKAN
PERUBAHAN ORGANISASI
• Apa yg ingin kita capai dgn perubahan itu, mengapa, dan
bagaimana kita mengetahui bhw perubahan yg diinginkan
tlh tercapai?
• Siapa saja yg akan kena dampak dari perubahan itu dan
bagaimana mereka akan bereaksi?
• Seberapa jauh perubahan itu dpt kita lakukan sendiri, dan
bagian2 mana yg perlu bantuan orang lain?
• Aspek2 ini berkaitan erat dgn manajemen personil dan
perubahan organisasi :

172
• SIAPA: Siapa yg paling kena dampak, dan siapa
yg dapat diajak aktif dlm proses perubahan itu?
• APA: Memahami apa yg dibutuhkan pihak
terkait (stakeholders) dan bagaimana sebaiknya
anda mengkomunikasikannya kpd mereka?
• KAPAN: Kapan saatnya utk melakukan proses
manajemen perubahan itu?
• DARI SIAPA: Stakeholders mana yg
membutuhkan komunikasi dan dari siapa yg ada
dlm organisasi yg akan mengkomunikasikannya?
• BAGAIMANA: Bentuk/sifat dan konskwensi dari
perubahan itu (thd nilai2, kapasitas, dan
anggaran utk perubahan)
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Kategori Perubahan
Change is
about...
• Structure
• Process
• Culture
• People
Three Categories of Change
Work specialization, departmentalization,
Structure chain of command, span of control,
centralization, formalization,
job redesign, or actual structural design

Technology Work processes, methods,

and equipment

Attitudes, expectations, perceptions,

People and behavior
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 WAVES OF CHANGE IN AN ORGANIZATION

(High)
Wave #5 Organizational Culture and Processes

Wave #4 Group/Team/Business unit Behaviour

Difficulty

Wave #3 Individual Behaviour/Skills

Wave #2 Attitude

Wave #1 Knowledge
(Low)
(Short) Time Involved (Long) 182
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CHANGE EQUATION
PC X SV X C1 X C2 X AF > RC
• PC = Pressure for change
• SV = A clear shared vision
• C1 = Capacity to change
• C2 = Capability to change
• AF = Actionable first steps
• RC = Resistance to change
Mike Green

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THE CHANGE FORMULA
C = (D x V x FS) > R
C: Perubahan (change) yg terjadi
D: Tingkat ketidakpuasan (dissatisfaction) thd status quo;
V: Visi yg ditawarkan (vision);
FS: Langkah pertama melakukan perubahan (first practical
steps)
R: Penolakan thd perubahan(resistance)

Harris
185
VISI YG BAIK
• Realistik
• Kredibel
• Menarik
• Utk kebaikan masa depan organisasi
• Harus dapat: Memberdayakan dan mendorong pimpinan dan
pengikutnya mau melakukan perubahan

186
 • SecaraPERUBAHAN
PROSES konseptual, proses perubahan dimulai dari
adanya kesadaran akan adanya kebutuhan
perubahan.
• Suatu analisis mengenai situasi dan faktor2 yg
menyebabkannya , mengantarkannya kpd suatu
diaknosa thd sifat2 khusus dan petunjuk mengenai
tindakan apa yg perlu diambil.
• Alternatif2 tindakan apa yg diperlukan diidentifikasi
dan dievaluasi, dan kemudian dipilih tindakan yg
akan dilakukan.
• Kemudian diputuskan bagaimana membawa kondisi
saat ini kpd kondisi yg diinginkan.

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Titik sentral dari proses perubahan dan interaksi
sepanjang waktu pada dasarnya memerlukan: :
- Mindsets yg kita punyai dlm memasuki
arena perubahan
- Budaya organisasi dimana kita bekerja, dan
- Kepemimpinan yg ada pada semua tingkatan
yg mendukung perubahan

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PRINSIP2 MANAJEMEN PERUBAHAN
• Sepanjang waktu libatkan orang2 dan dukungan dari sistem ( proses,
budaya, hubungan, prilaku baik dari personil maupun organisasi)
• Pahami di mana anda dan organisasi berada saat ini.

191
• Pahami kemana yg anda inginkan, kapan, mengapa, dan apa
ukurannya bhw kita tlh mencapai apa yg diinginkan.
• Rencanakan upaya perubahan itu dgn langkah-langkah yg
benar dan masuk akal.
• Komunikasikan, libatkan, berdayakan, dan fasilitasikan
orang2 yg terlibat itu, sedini, seterbuka, dan semaksimal
mungkin.

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 Survival &
growth
EXTERNAL PRESSURE Objective
Effectiveness

Force change

Educative
MANAGED Strategy
change

Rational
CHANGE Unfreezing

Process Changing

Refreezing
UNMANAGED &
INTERNAL PRESSURE RESISTANCE Conflict

Structure
194 Culture/ Resources/
people technology
Strategi Perubahan
3 CHANGE STRATEGY
• FORCE CHANGE STRATEGY: Dgn Instruksi; Pemaksaan pelaksanaan
instruksi; Cepat; Tak peduli komitmen rendah; Tak peduli dukungan
lemah; Berhasil tetapi tanpa akar.
• EDUCATIVE CHANGE STRATEGY: Dgn Presentasi, mengapa
perubahan perlu; Yakinkan semua orang; Minta dukungan dan
komitmen; Proses lambat & sulit; tetapi mantap &berakar.

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• RATIONAL/SELF INTEREST CHANGE STRATEGY:Dgn
menjelaskan manfaat bagi individu; Sulit cari strategi yg
menguntungkan semua orang.
Proses:1) Undang karyawan utk berpartisipasi mengubah;
2)Buat motivasi dan insentif imbalan perubahan; 3)
Komunikasi tujuan perubahan selama perubahan; 4) Umpan
balik bagi pelaksana ttg kemajuan yg dicapai.

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Model Perubahan
K E G IATA N B E L A J A R 5
CHANGE
• Lewin MODELS
• Beckhard
• Thurley
• Bandura
• Beer et al
• Storey
• Kotter
• Prosci
• Haines

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Lewin
 9

201
Planned Change
Planned Change
Activities that are intentional and goal oriented.
Goals of Planned Change:
• Improving the ability of the organization to adapt to changes in its environment.
• Changing the behavior of individuals and groups in the organization.

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 11

203
Field Theory
• This is an approach to understanding group behaviour by trying to
map out the totality and complexity of the field in which the
behaviour takes place.

204
 Force Field analysis

A method proposing that two sets of

forces operate in any system-forces that
operate for change (the driving forces)
and forces that operate against change
(the resisting forces). If the two sets of
forces are equal in strength, then the
system is in equilibrium
205
 Force field analysis

Source: Samulson, 2003

206
 Group Dynamics
• Group behaviour, rather than that of individuals
should be the main focus of change (Lewin, 1947).
Action Research
• It is based on Gestalt psychology, which stresses that
change can only successfully be achieved by helping
individuals to reflect on and gain new insights into
the totality of their situation.
• It stresses that for change to be effective, it must
take place at the group level and must be a
participative and collaborative process which
involves all of those concerned (Lewin, 1947)
207
208
209
 • Kurt Lewin’s three-step change process

Unfreezing Refreezing
Status Status
quo(1) quo(2)
Driving forces ↑ Equilibrium status
Restraining forces↓
Changing

210
Three distinct steps for achieving
behavioural and attitudinal change
• Unfreezing
• the diagnosis stage
• Participants are made aware of problems in order to increase their
willingness to change their behavior.
• Changing
• the intervention stage
• Individuals experiment with new workplace behavior.
• Re-freezing
• the reinforcement stage
• Individuals acquire a desired new skill or attitude and are rewarded
for it by the organization.
211
PENDEKATAN LEWIN
• MENCAIRKAN SUASANA (UNFREEZING); mempengaruhi
kesetimbangan prilaku dan sikap yg ada sekarang . Proses ini hrs
memperhatikan rasa takut anggota thd perubahan dan perlu
memotivasi mereka utk bisa mau menerimanya
• ………..

212
• MERUBAH (CHANGING); mengembangkan respon baru berdasarkan
informasi yg baru.

• MEMANTAPKAN KEMBALI (REFREEZING); menstabilkan perubahan

yg telah dilakukan dgn cara membuat respon yg baru menjadi
kebiasaan yg baru bagi mereka

213
 PENDEKATAN LEWIN

Driving Forces Resistances

Unfreezing

Changing

Refreezing

214
UPAYA UTK MEMBERDAYAKAN DRIVING FORCES
DAN MENEKAN RESISTANCE

• Ketahui kekuatan2 kritikal apa yg dapat mendukung (driving

forces) dan menghambat (resistance) perubahan yg mau kita
lakukan.
• Ambil langkah2 yg perlu utk meningkatkan kekuatan2 yg
mendukung dan mengurangi kekuatan2 yg menghambat.

215
Helping Employees Accept Change
Unfreezing Changing Refreezing

• Give reasons. • Explain the benefits. • Show top

• Be empathetic. • Identify a champion. management’s support.
• Communicate clearly. • Get input from • Publicize successes.
employees. • Make midcourse
• Watch timing. corrections.
• Maintain job security. • Help employees deal
• Provide training. with stress.

• Proceed at a
manageable pace.
Beckhard
BECKHARD
CHANGE PROGRAMME PROCESSES:
• Set goals and define the future state or organizational conditions
desired after change.
• Diagnose the present condition in relation to these goals.
• ….

219
• Define the transition state activities and commitments required to
meet future state.
• Develop strategies and action plans for managing this transition in
the light of an analysis of the factors likely to affect the introduction
of change.

220
Thurley
PENDEKATAN THURLEY
PENDEKATAN DLM MANAJEMEN PERUBAHAN:
• Perintah (Directive)
• Negosiasi (Bargained)
• Melalui perasaan dan pikiran (‘Hearts and minds’)
• Analitis (Analytical)
• Berdasarkan tindakan (Action-based)

223
Bandura
BANDURA
CONCEPT OF CHANGE
• The tighter the link between a particular behaviour and a
particular outcome, the more likely it is that we will engage in
that behaviour;
• The more desirable the outcome, the more likely it is that we
will engage in behaviour that we believe will lead to it;
• The more confident we are that we can actually assume a new
behaviour, the more likely we are to try it.

225
Beer et al
BEER et al
STEPS TO AVHIEVING CHANGE
• Mobilize commitment to change through the joint analysis of
problems.
• Develop a shared vision of how to organize and manage to achieve
goals such as competitiveness.
• Foster consensus for the new vision, competence to enact it, and
cohesion to move it along. ……

227
• Spread revitalization to all departments without pushing
it from the top, don’t force the issue, let each
department find its own way to new organization.
• Institutionalize revitalization through formal policies,
systems and structures.
• Monitor and adjust strategies in response to problems in
the revitalization process.

228
Storey
STOREY
METHOD OF CHANGE
• Top-down systemic change
• Piecemeal initiatives
• Bargaining for change
• Systemic jointism

230
Kotter
Prosci
Haines
Manajemen
Perubahan yang
Efektif
K E G IATA N B E L A J A R 6
235
236
237
238
239
Memotivasi Perubahan
241
Menciptakan visi
243
Membangun Dukungan Politis
245
Mengelola Transisi
247
Mempertahankan momentum
249
Elements of Change
Enablement
251
252
253
254
255
256
Pre-Planning For Change
1. Consider People Needs
• Psychological connection of need for competence
• Importance of maintaining equilibrium
• Anticipation creates anxiety and resistance

2. Analyze Gains and Loses

• Actual vs. perceived
• Create dialogue with people involved
Pre-Planning For Change cont.
3. Maximize Stability
• Introduce change gradually
• Separate impact areas (work skills, power, and social
relationships)
• Where possible keep teams intact, keep job titles,
stabilize offices
• Clarify goals, policy, strategies, direction
• Maximize supervision, dialogue, interaction
• Offer support and assistance
• Alternate change with stability
• Develop trust and confidence
Pre-Planning For Change cont.
4. Maximize opportunities for acquiring competency in advance
of change
• Maintain skill currency through training
• Provide development opportunities
• Provide long forewarning of change
• Involve personnel and solicit ideas
• Clarify the nature of the change
• Provide time for skill development
Pre-Planning For Change cont.
5. Supply time and energy “equivalents” relieve persons from
some duties
• Modify deadlines on trivial tasks
• Assign assistants
• Provide personal support
• Provide specialist, consultation support
• Allow for time off
• Do not release people immediately after change
261
262
Mengelola Perubahan Kompleks
264
Teori Perubahan
KOTTER
K E G IATA N B E L A J A R 7
 J.P. KOTTER

266
267
268
Gagal Berubah
MENGAPA UPAYA PERUBAHAN GAGAL
MENURUT KOTTER
1. Merasa sudah nyaman
2. Kurangnya dukungan
3. Tidak adanya kesatuan visi
4. Visi tidak terkomunikasi dgn baik
5. Membiarkan hambatan2 berkembang
6. Tidak menciptakan keberhasilan jk pendek
7. Menyatakan keberhasilan terlalu pagi
8. Tidak menanamkan hasil perubahan kedlm budaya organisasi

270
8 LANGKAH PERUBAHAN DLM ORGANISASI OLEH
JOHN KOTTERrasa kemendesakkan
1. Ciptakan
2. Bentuk koalisi pendukung perubahan
3. Buat visi dan strategi perubahan ybs
4. Komunikasikan visi perubahan tsb
5. Memberdayakan anggota utk melakukan tindakan
perubahan
6. Mencapai kemenangan2 jangka pendek
7. Mengkonsolidasi hasil perubahan yg tlh dicapai dan
melanjutkan perubahan2 berikutnya
8. Mengkokohkan pendekatan baru yg telah dicapai kedlm
budaya organisasi.

271
PRINSIP2 KUNCI DLM MELAKSANAKAN 8
LANGKAH KOTTER
• Setiap langkah perlu dilakukan
• Proses itu dinamis
• Beberapa dari langkah tsb bisa muncul
bersamaan dan berkelanjutan
• Perubahan adalah proses yg berkaitan dan
berinteraksi satu sama lain

272
Delapan Langkah Perubahan
Organisasi
274
275
276
277
 LANGKAH PERUBAHAN # 1
MENCIPTAKAN RASA KEMENDESAKKAN

KONSEP:

• Tunjukkan adanya kelemahan2/masalah2 besar yg dihadapi

organisasi saat ini, dan risikonya bila tdk segera diatasi

• Perlihatkan kinerja organisasi yg buruk selama ini kpd semua

anggota

• Upayakan interaksi dgn para stakeholder yg tidak puas

• Gunakan konsultan utk mendapatkan penilaian yg jujur dan

relevan mengenai keadaan organisasi kita

• Berikan informasi yg banyak ttg peluang masa depan, dan hargai

bagi mereka yg mau memanfaatkannya.
278
Source: Leading Change, John P. Kotter,
279
280
 LANGKAH PERUBAHAN # 2
MENCIPTAKAN KOALISI PENDUKUNG
4 KARAKTERISTIK KUNCI BAGI KOALISI PENDUKUNG:

• Positional Power: Apakah pemain kunci dlm koalisi

perubahan mempunyai kekuasaan yg cukup sehingga
tidak mudah dihambat kerjanya?

• Expertise: Apakah komposisi tim koalisi terdiri dari

berbagai keahlian yg diperlukan?

• Credibility: Apakah koalisi berisi orang2 yg mempunyai

reputasi baik dan mempunyai wibawa yg cukup utk
diperhitungkan orang secara serius?

• Leadership: Apakah koalisi mempunyai cukup pimpinan

yg bisa diandalkan utk memimpin perubahan?
281
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283
LANGKAH PERUBAHAN # 3
MEMBUAT VISI DAN STRATEGI PERUBAHAN

Karakteristik suatu visi yg efektif

• Imaginable: Berikan gambaran masa depan yg

diinginkan
• Desirable: Menampilkan kepentingan jangka panjang
anggota, pelanggan dan stakeholder.
• Feasible: Sasaran harus realistis, dan bisa dicapai.
• Focused: Harus jelas bagi arah pengambilan
keputusan.
• Flexible: Harus cukup luwes bagi individu utk
menyesuaikan diri jika ada perubahan kondisi.
• Communicable: Mudah dikomunikasikan, bisa dlm 5
menit menjelaskan maksud visi tsb.
284
285
286
LANGKAH PERUBAHAN # 4
KOMUNIKASIKAN VISI PERUBAHAN TSB

Elemen kunci dlm mengkomunikasikan Visi:

• Simplicity. Semua istilah2 yg muluk2 harus dihilangkan.

• Metaphor, Analogy & Example. Gambar dan
perumpamaan yg baik akan sangat membantu
penjelasan.
• Multiple Forums. Pertemuan besar dan kecil, memos,
media cetak, pertemuan formal dan informal perlu
dilakukan….
• Repetition. Ide akan meresap bila seringkali
didengungkan.
• Leadership by Example. Prilaku pimpinan yg tidak
konsisten dgn visi, akan sangat mengganggu komunikasi.
• Give & Take. Komunikasi dua arah akan lebih efektif dp
satu arah.
287
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289
 LANGKAH PERUBAHAN # 5
PEMBERDAYAAN ANGGOTA UTK MELAKUKAN
PERUBAHAN

Memberdayakan anggota utk perubahan

• Komunikasikan visi kpd anggota.

• Yakinkan struktur cocok utk mendukung visi.
• Berikan pelatihan yg dibutuhkan anggota
• Selaraskan informasi dan sistem SDM dgn Visi.
• Konfrontasi para superviror yg menyabot upaya
perubahan.

290
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292
LANGKAH PERUBAHAN # 6
MENCAPAI KEMENANGAN2 JANGKA PENDEK

• Buat kemenangan jk pendek sbg bukti awal bhw

pengorbanan adl layak.
• Beri penghargaan kpd agen perubahan.
• Bantu penyesuaian strategi dgn visi.
• Abaikan pernyataan2 sinis yg tdk penting.
• Jaga agar pimpinan tetap terlibat.
• Jaga momentum.

293
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295
 LANGKAH PERUBAHAN # 7
MENGKONSOLIDASIKAN HASIL PERUBAHAN
YG TLH DICAPAI, DAN MELANJUTKAN
PERUBAHAN2 BERIKUTNYA

• More change, not less. Koalisi memanfaatkan kredibilitas yg tlh

diperoleh dari hasil jangka pendek, utk menghadapi masalah
perubahan berikutnya.
• More Help. Tenaga tambahan didatangkan, dipromosikan utk turut
membantu menangani perubahan2 berikutnya.
• Leadership from Senior Management. Para pimpinan
senior agar terus menjaga fokus perubahan, dan rasa
kemendesakan jangan melemah
• People management & leadership from below. Pimpinan
lapisan bawah hrs dikembangkan kemampuan kepemimpinan dan
manajerialnya utk dpt menyelesaikan perubahan2.
• Reduction of unnecessary interdependencies. Utk
memudahkan perubahan baik yg jk pendek/jk panjang, kurangi
kebergantungan antar organisasi.
296
Note: Resistance is always waiting to reassert itself!
297
298
LANGKAH PERUBAHAN # 8
MENGKOKOHKAN PENDEKATAN BARU YG TLH
DICAPAI KE DLM BUDAYA ORGANISASI

Konsep:
• Culture changes come last, not first. Pada hampir semua
perubahan pd norma2 dan nilai2 baru muncul diakhir dari
proses transformasi
• Results matter. Perubahan baru biasanya bisa diterima
oleh budaya setlh ia dgn jelas dpt bekerja dan lebih baik dari
cara yg lama.
• Requires a lot of talk. Tanpa instruksi lisan dan dukungan,
orang enggan utk mengakui kebaikan dari praktek yg baru.
• May involve turnover. Kadang2 satu2 cara utk merubah
budaya diperlukan penggantian personil kunci.
• Makes decision on succession crucial. Bila proses
promosi tdk dirubah agr cocok dgn praktek yg baru, budaya
lama bisa muncul kembali.
299
300
Leadership & Change
K E G IATA N B E L A J A R
LEADERSHIP ROLES

External Environment

Spokesperson Direction Setter

Present Future

Coach Change Agent

Internal Environment W. Bennis

302
303
304
305
LEADERSHIP STYLES AND THEIR APPROPRIATE USE IN CHANGE SITUATION

Leadership style Change situation

Coercive When there’s an organizational crisis and
action to be taken immediately. The
leader needs to have the necessary
competencies to make the right decisions

Authoritative When a vision needs to be circulated and

moved towards. People need to be
engaged and the leader needs to have
credibility
Affiliative When people are going through transition
and need support. When different interest
groups need conflict resolution or
coalition building
306
Leadership style Change situation
Democratic When stakeholders need to be engaged
in creating the solution or when the
complexity of the change is such that
solutions will be achieved through
collective endeavour and collaborative
problem solving
Pacesetting When the change needs kick-starting
and there’s the willingness and
enthusiasm to initiate and implement the
changes. When there’s a community of
change champions

Coaching When the underlying ethos is one of

learning, growth and development. When
the organization needs to build its
leadership capability and is willing to
invest in it.
307
Goleman
Change Agent
309
310
311
312
313
314
315
316
317
318
319
320
321
 POSSIBLE ROLES ASSUMED BY THE HR FUNCTION

STRATEGIC FOCUS

Strategic Partner Change Agent

SYSTEMS PEOPLE

Administrative Expert Employee Champion

OPERATIONAL FOCUS

322
HR PROFESIONALS
AS CHANGE AGENTS
• Transformational change -- a major change that has a dramatic effect
on HR policy and practice across the whole organization.
• Incremental change -- gradual adjustments of HR policy and practices
that affect single activities or simple functions. ……..

323
• HR vision – a set of values and affirm the legitimacy of the HR
functions as strategic business partner
• HR expertise – the knowledge and skills that define the unique
contribution the HR professional can make to effective people
management

Caldwell
324
PERSPECTIVES ON CHANGE FOR HRD
• Change as individual development
• Change as learning
• Change as work and life roles
• Change as internal adult development
• Change as goal-directed activity
• Change as innovation
Swanson

325
THE CONTRIBUTION OF HR TO CM
• The HR function can help the organization develop the capability
to weather the changes that will continue to be part of the
organizational landscape.
• It can help with the ongoing learning processes required to assess
the impact of change and enable the organization to make
corrections and enhancements to changes.
• It can help the organization develop a new psychological contract
and ways to give employee a stake in the changes that are occurring
and in performance of the organization

326
MEMBERDAYAKAN ANGGOTA UTK MAU
MELAKUKAN PERUBAHAN
• KOMUNIKASIKAN VISI KPD ANGGOTA : Jika anggota memahami dan merasa ikut memiliki visi
tsb, mereka akan lebih mudah mau mencapai visi tsb

• BUATLAH STRUKTURNYA COCOK UTK MENDUKUNG VISI ; Struktur yg tidak sinkron akan
menghambat pencapaian visi

• BERIKAN PELATIHAN YG DIBUTUHKAN ANGGOTA: Tanpa ketrampilan dan sikap yg tepat,

mereka akan merasa tak berdaya

• SELARASKAN SISTEM INFORMASI DAN MSDM DGN VISI: Sistem yg tak selaras akan
menghambat pelaksanaan

• KONFRONTASI PARA SUPERVISOR YG MENYABOT PERUBAHAN: Tidak ada sesuatu pengaruh

yg lebih buruk kpd anggota selain atasan yg tidak benar!

327
10 principles…
331
Fail to Change
FAKTOR2 YG MENDUKUNG KEBERHASILAN
PERUBAHAN
• Sponsor yg efektif dari para manajemen senior ,
melalui dukungan yg nyata dan aktif
• Para manajer dan anggota bisa menerima perubahan
itu, sehingga perubahan berjalan lancar dan
momentumnya terjaga.
• Komunikasi yg terarah dan berkesinambungan pada
seluruh proyek dgn pihak-pihak yg terkait
• Tim manajemen perubahan yg sangat baik
• Pendekatan yg terencana dan terorganisir yg cocok
dgn macam perubahan yg dihadapi
333
Critical Success Factors
• User Involvement
• Executive Management Support
• Clear Statement of Requirements
• Proper Planning
• Realistic Expectations
• Smaller Project Milestones
• Competent Staff
• Ownership
• Clear Vision and Objectives
• Hard Working Focused Staff
Change Readiness Assessment

Implementation Factors for Success...

Aligned Powerful
Performance Business
& Culture Case
Integrated
Planning Vision
& Teams Clarity

Increased Change
Change Leadership &
Capability Accountability
Stakeholder Change
Commitment Specific
Communication
ACHIEVING SUCESSFUL CHANGE
• Dedicate resources to organizational change management
• Secure visible Executive Sponsorship early in the project
• Repeat key message early and often
• Involve employee in the change process
• Create a transition strategy with achieveble time frames

337
338
PENYEBAB KEGAGALAN DLM PERUBAHAN
• Implementasi perlu waktu lebih lama dp yg direncanakan
• Kebanyakan masalahnya tidak teridentifikasi sebelumnya
• Aktivitas dlm implementasi kurang dikoordinasikan
• Aktivitas dan krisis yg bersaing mengganggu perhatian
• Manajer kurang kemampuan dlm melakukan perubahan

339
• Pelatihan dan instruksi yg diberikan kpd bawahan kurang
• Faktor eksternal yg tak terkendali berdampak kpd
implementasi
• Manajer bagian tidak cukup memberikan kepeminpinan dan
pengarahan
• Tugas pokok implementasi tidak didefinisikan secara jelas dan
detail
• Sistem informasi utk monitoring tidak cukup

340
341
THE GREAT CHANGE MISTAKES
• Underestimating the Power of The Status Quo
• Favoring Consensus over Conflict
• Avoiding Risk, Rather Than Managing It
• Only Paying Lip Service to Creativity
• Failing to Encourage Change Agents

David Dealy

342
Failure is Possible No Plan for
Implementation

FAILURE
Fuzzy Failure to
Definition Integrate
of Desired all Changes
State
344
FAkTOR2 YG MENYEBABKAN KEGAGALAN
PERUBAHAN
• Lemahnya dukungan/sponsorship dari para pimpinan
• Resistensi dari anggota dan staf
• Resistensi dari manajer menengah
• Corporate inertia and politics
• Keterbatasan anggaran, waktu, dan sumberdaya lainnya

345
346
347
 TERIMA KASIH
ATA S
P E R H AT I A N N YA

348
Diagnose? Find a Problem!
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