Change MGT ST - Steps

INSTITUT MANAJEMEN TELKOM T.T.
SIPAYUNG IM TELKOM
IM
CHANGE MANAGEMENT
 Integrity  Entrepreneurship  Best for Excellence
PROGRAM S1 MBTI
INSTITUT
MANAJEMEN
TELKOM
1
INSTITUT MANAJEMEN TELKOM T.T. SIPAYUNG IM TELKOM
IM
CHANGE
“Nothing endures but change.”

Heraclitus, Greek Philosopher
“Change is the law of life and those who look only to

the past and present are certain to miss the future.”
John F. Kennedy
There can be no progress if people

have no faith in tomorrow
John F. Kennedy 2
IM
Failure of Change
The failure rate of most planned

organizational change initiatives is
dramatic (Cameron & Quinn, 1999)
 Most change fails … because employees
resist it – for almost no good reasons
(Carr, 1994).
A few of these corporate change efforts

have been very successful. A few have
been utter failure. Most fall somewhere
in between, with a distinct tilt toward
the end of the scale. (Kotter, 2007).
3
IM
CHANGE MANAGEMENT
Beberapa Terminologi Penting
Change = making things different

Planned change = Changing activities that
are intentional and goal oriented
First-order change = linier and continuous
change
Second-order change = a multidimensional,
multilevel, radical change
Change agent = Persons who act as catalysts
and assume responsibility for managing
change activities
IM
Change Options
Change
Options
Structure Technology Physical setting People

IM
Forces for Change

Nature of workforce
Technology
Economic shocks
Competition
Social Trend
World Politics
Resistance to change
IM
One of the most well documented finding from

studies of individual and organizational

behavior is that:
organizations and members resist change
Resistance can be overt, immediate, implicit, or

deferred
IM
Reactions to Resistance
Overt or immediate :
Employees respond by:
 voicing complaints,
 Engaging in a work slowdown,
 Threatening to go on strike
Implicit or deferred :
 Loss of loyalty to the organization,
 Loss of motivation to work,
 Increased errors or mistakes,
 Increased absenteeism
8
IM
Organizational Resistance
to change
Threat to Structural
established inertia
resource
allocations
Organization
Limited focus
Threat to resistance
of change
established power
relationship
Threat to Group inertia

expertise
IM
Individual Resistance
to change
Selective
information Habit
processing
Individual
resistance
Fear of the
Security
unknown
Economics factors
IM
Overcoming Resistance to Change

Education and communication

Participation
Facilitation and support
Negotiation
Manipulation Cooptation
Coercion
IM
Carr’s 7 Steps: 7 questions as steps

7 Pertanyaan sbg Langkah Perubahan (Carr, 1994):
• Is this change a burden or a challenge?

• Is the change clear, worthwhile and real?
• Will the benefit of change appear to begin
quickly?
• Is the change limited to one function or a few
closely related functions?
• What will be the impact on the existing power
and status relationship?
• Will the change fit the organizational Culture?
• Is the change certain to happen? 12
IM
Kotter’s 8 Steps
Kotter (2007) merumuskan 8 langkah
melakukan perubahan:
1. Establish a Sense of Urgency
2. Forming a Powerful Guiding Coalition
3. Creating a Vision
4. Communicating the Vision
5. Empowering Others to Act on the Vision
6. Planning for and Creating Short-Term Wins
7. Consolidating Improvements and Producing
Still More Change
8. Institutionalizing New Approaches 13
IM
Jack Welch, GE Former CEO

Merumuskan 7 langkah melakukan
perubahan:
1. Leading Change
2. Creating a Shared Vision
3. Shaping a Vision
4. Mobilizing Commitment
5. Making CHANGE LAST
6. Monitoring Progress
7. Changing Systems and Structure
14
IM
Approach to Managing Change

Lewin’s Three-steps
models
Unfreezing Moving Refreezing

IM
Force-Field Analysis
Desired
State
Restraining forces
Status
Quo
Driving forces
Time
IM
Action research
• Planned Change is based on systematic
collection of data
• Change action is based on what the analyzed
data indicate
• The Process of action research:
 Diagnosis
 Analysis
 Feedback
 Action
 Evaluation
IM
Soft and Hard Factors

of Change
Source: Sirkin, Keenan & Jackson (2005)

IM
Soft and Hard Factors of Change

Soft Factors: Hard Factors:

 Culture  Technology
 Leadership  Number of people required
 Motivation  Financial results
? ?
Sirkin, Keenan & Jackson (2005)
Apakah soft factors lebih penting?

Yang dikerjakan terlebih dahulu?
IM
Four Factors: DICE

Duration:
Durasi program perubahan
Integrity:
Kompetensi dan tim yang dibutuhkan
Commitment:
Komitmen top management & employees
Effort:
Usaha untuk mewujudkan tujuan
IM
CHANGE MANAGEMENT
THANK YOU
21
Sirkin, Keenan & Jackson (2005): HBR. Practiced by Boston C.G for 11 years

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INSTITUT MANAJEMEN TELKOM T.T.

“Nothing endures but change.”

“Change is the law of life and those who look only to

There can be no progress if people

The failure rate of most planned

A few of these corporate change efforts

Change = making things different

Structure Technology Physical setting People

Forces for Change

One of the most well documented finding from

studies of individual and organizational

Resistance can be overt, immediate, implicit, or

Threat to Group inertia

Overcoming Resistance to Change

Education and communication

Carr’s 7 Steps: 7 questions as steps

• Is this change a burden or a challenge?

Jack Welch, GE Former CEO

Approach to Managing Change

Unfreezing Moving Refreezing

Soft and Hard Factors

Source: Sirkin, Keenan & Jackson (2005)

Soft and Hard Factors of Change

Soft Factors: Hard Factors:

Apakah soft factors lebih penting?

Four Factors: DICE

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