Resume 01 – Change Management

An Overview

Overview of OD and Why change (driver for change)

• The Nature of Planned Change (Konsep Perubahan Terencana)
• Business Environment Change
• Macro Environment Change (Digital Economy, Knowledge Economy)
• Micro Environment (Political, Social, Technology, Economic, Law, Etc)
• Three Types of Organization Change (tipe-tipe perubahan organisasional)

Organization Development is a system-wide application and transfer of behavioral science

knowledge to the planned development, improvement, and reinforcement of the strategies,
structures, and processes that lead to organization effectiveness.

ORGANIZATION DEVELOPMENT VS CHANGE MANAGEMENT

OD and change management both address the effective implementation of planned change.
They are both concerned with the sequence of activities, the processes, and the leadership
that produce organization improvements.

Organization Development
• OD’s behavioral science foundation supports values of human potential, participation,
and development in addition to performance and competitive advantage
• OD’s distinguishing feature is its concern with the transfer of knowledge and skill so
that the organization is more able to manage change in the future
• Organization development can be applied to managing organizational change
• It is intended to change the organization in a particular direction, toward improved
problem solving, responsiveness, and effectiveness

Change Management
• Change management focuses more narrowly on values of cost, quality, and schedule
• Change management does not necessarily require the transfer of these skills
 • Organizational change is a broader concept than OD
• It is more broadly focused and can apply to any kind of change, including technical and
managerial innovations, organization decline, or the evolution of a system over time.

IN SHORT: All OD Involves Change Management, But Change Management May Not Involve
OD

The Drivers of Change

• The model describes seven drivers, four that leaders are most familiar with and three
that are relatively new to their leadership screens.
• It shows that the drivers move from what is external and impersonal (environment,
marketplace, organiza- tions) to what is internal and personal (culture and people).

Environment.
The dynamics of the larger context within which organizations and people operate. These
forces include:
• Social,
• Business and economic,
• Political,
• Governmental,
• Technological,
• Demographic,
 • Legal, and
• Natural environment.

Environmental Forces Contoh: From STIKES Binawan to Universitas Binawan

Marketplace Requirements for Success.

• The aggregate set of customer requirements that determine what it takes for a
business to succeed in its marketplace and meet its customers’ needs.
• This includes not only actual product or service needs, but also requirements such as
speed of delivery, customization capability, level of quality, need for innovation, level
of customer service, and so forth.

Contoh: Perkuliahan from luring to daring (videoo meeting)

Business Imperatives.
• Business imperatives outline what the company must do strategically to be successful,
given its customers’ changing requirements.
E.g: systematic rethinking and change to the company’s mission, strategy, goals, business
model, products, services, pricing, or branding.

Contoh: Perubahan visi pada Universitas Binawan

Organizational Imperatives.
• Organizational imperatives specify what must change in the organization’s structure,
systems, processes, technology, resources, skill base, or staffing to implement and
achieve its strategic business imperatives successfully

Contoh: Restrukturisasi organisasi di Universitas Binawan

Cultural Imperatives.
• Cultural imperatives denote how the norms, or collective way of being, working, and
relating in the company, must change to support and drive the organization’s new
design, operations, and strategy.
• For instance, a culture of teamwork may be required to support reengineering
business processes (organizational imperatives) to drive the strategy (business
imperative) of faster cycle time and increased customer responsiveness.

Contoh: Adanya perubahan budaya, misalya perkuliahan yang biasanya menggunakan Bahasa
Indonesia kini diwajibkan untuk setiap materi yang diberikan oleh dosen harus menggunakan
Bahasa Inggris. Dan ada tambahan ekstrakulikuler wajib (foreign language) untuk mahasiswa.

Leader and Employee Behavior.

• Collective behavior creates and expresses an organization’s culture.
• Behavior speaks to more than just overt actions: It describes the style, tone, or
character that permeates what people do. It speaks to how people’s way of being
must change to establish a new culture

Contoh: Binawan Kampus Internasional, Digital, & Berahlak. Tandanya seseorang harus
binawan harus menunjukan sikap berahlak tersebut

Leader and Employee Mindset.

• Mindset encompasses the worldview, assumptions, beliefs, or mental models that
cause people to behave and act as they do.
• Becoming aware that each of us has a mindset, and that it directly impacts our
behavior, decisions, actions, and results, is often the critical first step in building a
person’s and an organization’s capacity to transform
Three Types of Organization Change

Matrix of the Three Types of Organization Change

Developmental Change
• Developmental change is the simplest of the three types of change
• There are two primary assumptions in developmental change:
a. people are capable of improving
b. they will improve if provided the appropriate reasons, resources, motivation, and
training.

Developmental change applies to individuals, groups, or the whole organization and is the
primary type of change inherent in all of the following improvement processes:

Training (both technical

and personal), such as Some applications of
Some interventions for
communications, process improvement or Team building;
increasing cycle time;
interpersonal relations, quality;
and supervisory skills;

Improving Increasing sales or

Problem solving; Conflict resolution; production;
communication;

Meeting management; Role negotiation; Survey feedback efforts; Job enrichment; and

Expanding existing
market outreach.

Transitional Change
• It is the required response to more significant shifts in environmental forces or
marketplace requirements for success.
• Rather than simply improve what is, transitional change replaces what is with
something entirely different.
• Transitional change begins when leaders recognize that a problem exists or that an
opportunity is not being pursued—and that something in the existing operation needs
to change or be created to better serve current and/or future demands
Examples of Transitional Change

Simple mergers or
Reorganizations; Divestitures;
consolidations;

Installation and integration

Creation of new products,
of computers or new
services, systems, processes,
technology that do not
policies, or procedures that
require major changes in
replace old ones.
mindset or behavior; and

If leaders experience difficulties (human and cultural impacts) in transitional change, it is

usually the result of one of the following human dynamics:

• People possessing inadequate skills for functioning in the new state;

• People being “left in the dark” and feeling uncertain about what is coming next;
• People’s lack of understanding of the case for change or the benefits of the new state;
• People’s reluctance to stop doing what they have always done in the past;
• Homeostasis or inertia—people’s natural resistance to learning new skills or
behaviors;

• People’s emotional pain or grief at the loss of the past;

• Poor planning and implementation of the change, which creates confusion and
resentment;
• Unclear expectations about what will be required to succeed in the new state;
• Fear about not being successful or capable in the new state; and/or
• Inadequate support to succeed in the new state.

Transformational Change
Therefore, the transformation litmus test is found in these two basic questions:
Does your organization need to begin its change process
before its destination is fully known and defined?

Is the scope of this change so significant that it requires

the organization’s culture and people’s behavior and
mindsets to shift fundamentally in order to implement
the changes successfully and succeed in the new state?