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1www.strategimanajemen.net
Change ManagementMengelola Proses Perubahan
secara Efektif
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Anda bisa mendownload file presentasi ini di:
www.strategimanajemen.netComposed by : Yodhia Antariksa
Silakan berkunjung ke www.strategimanajemen.net,
sebuah blog tentang management skills, human capital
dan business strategy
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ContentsContents
• Five Activities Contributing to Effective Five Activities Contributing to Effective
Change ManagementChange Management
• Motivating ChangeMotivating Change
• Creating Vision of ChangeCreating Vision of Change
• Developing Political SupportDeveloping Political Support
• Managing the TransitionManaging the Transition
• Sustaining MomentumSustaining Momentum
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“When the rate of change outside
exceeds the rate of change inside,
the end is in sight”
Rate of ChangeRate of Change
Jack Welch
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Five Activities Contributing to Five Activities Contributing to Effective Change ManagementEffective Change Management
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Five Activities Contributing to Effective Five Activities Contributing to Effective Change ManagementChange Management
1. Motivating Change
2. Creating Vision of Change
3. Developing Political Support
4. Managing the Transition of Change
5. Sustaining Momentum
Effective Effective ChangeChange
ManagementManagement
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1.1. Motivating ChangeMotivating Change
Motivating change and creating readiness for
change
Sensitize organizations to
pressure for change
Reveal discrepancies
between current and desired states
Convey credible positive
expectations for the change
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Force Field Analysis ModelForce Field Analysis Model
Current Situation
Restraining Forces for ChangeRestraining Forces for Change
Driving Forces for ChangeDriving Forces for Change
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Force Field Analysis ModelForce Field Analysis Model
Strengthening or adding
driving forces
Removing or reducing
restraining forces
Changing the direction of some of the
forces
ChangeChange
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Group ExerciseGroup 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
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Resistance to Change
20% 40% 60% 80% 100%
Source: Information Week, June 20, 1994
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
Barriers to ChangeBarriers to Change
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Individual ResistanceIndividual Resistance
Individual Resistance
Habit
Selective Information Processing
Economic Factors
Job Security
Fear of the Unknown
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Organizational ResistanceOrganizational Resistance
Organizational Resistance
Threat to Established Power Relationship
Group Inertia
Threat to Established Resource Allocations
Structural Inertia
Limited Focus of Change
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Overcoming Resistance to ChangeOvercoming Resistance to Change
Education and Communication
Participation and Involvement
Facilitation and Support
Negotiation
Manipulation and Cooptation
Coercion
Overcoming Resistance to Change
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2. Creating Vision of Change2. Creating Vision of Change
Constructing Constructing the Envisioned the Envisioned
FutureFuture
Bold and Bold and Valued Valued
Outcomes Outcomes
Desired Desired Future Future StateState
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3. Developing Political Support3. Developing Political Support
Assessing Change Assessing Change Agent PowerAgent Power
Identifying Key Identifying Key StakeholdersStakeholders
Influencing Influencing StakeholdersStakeholders
Developing Developing Political Political SupportSupport
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Influencing Key StakeholdersInfluencing Key Stakeholders
What would What would
make them make them
more more
supportive of supportive of
the change?the change?
• Information / understanding?
• Involvement and ownership?
• Changes in planned actions?
• Direction from more senior managers?
• Evidence of the success of the change?
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Influencing Key StakeholdersInfluencing Key Stakeholders
What would What would
make them less make them less
supportive of supportive of
the change?the change?
• Personal threat ?
• Non-involvement in decisions ?
• Personal rivalries ?
• Insufficient evidence in ‘trial period’ (defined by them) ?
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4. Managing the Transition 4. Managing the Transition
Current State
Desired Future State
Transition Transition StateState
• Activity PlanningActivity Planning• Change Management TeamChange Management Team
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5. Sustaining Momentum5. Sustaining Momentum
Sustaining Sustaining
MomentumMomentum
Providing Resource for Change
Building a Support System for Change Agents
Developing New Competencies and Skills
Reinforcing New Behaviors
Staying the Course
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Recommended Further Readings:
1. Thomas Cummings and Christopher Worley, Organization Development
and Change, South Western College Publishing
2. Lynn Fossum, Understanding Organizational Change, Crisp Learning
Publication
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