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Pelatihan Conflict & Stress Management in the Workplace (Kanaidi, SE., M.Si., cSAP)

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  • Presenter Notes:Use this slide to introduce the learning activity and cue participants to open their Taking Care of Ourselves booklet to Page 1.Activity 1: Knowing Your Stressors and the Signs of StressDivide caregivers into pairs or small groups to discuss the following questions: 1) What are my sources of stress? 2) How do I know when I’m experiencing stress? 3) What are my stress reactions?Have each caregiver record their personal responses on page one of their booklet. After five minutes, have each pair or small group report back to the larger group. Summarize responses from the group, highlighting common sources of parent/provider stress, and common symptoms of stress. Refer to:Taking Care of Ourselves Parent/Provider BookletPoster – The Basics
  • Presenter Notes:Point out that this diagram illustrates the Thought-Behavior-Emotion Cycle. It shows how your thoughts or your thinking can impact your behavior. Review the cycle illustration and the example on the slide. Add other examples as needed.Emphasize that because it is a cycle, breaking the cycle can happen at any point. That is, stopping the All or Nothing way of thinking or Thought avoids the Mood/Emotion of feeling worthless, avoids the Behavior, and hopefully, avoids this cycle becoming a “regular” cycle – or a habitual way of perceiving, thinking , feeling, and behaving. Thought Stopping is one strategy that helps to interrupt this kind of cycle and will be discussed during the next part of the training.Refer to: Poster - Thoughts Impact Behavior
  • Presenter Notes:Remind participants that they are in control of their thoughts and reactions. Emphasize that it is possible to change our habits and reduce our personal stress by first, recognizing what is in our control and what is out of our control. Then, we can consciously shift and focus our attention and energy on what is in our control and let go of what is out or our control.Review the examples on this slide. As time allows, invite participants to share a personal example of feeling stressed and reducing stress by recognizing what was in or out of their control. Refer to:Poster: The Ball is in Your Court
  • Presenter Notes:Use this slide to summarize content of the previous slides and transition to thinking about and identifying strategies to manage stress.
  • Presenter Notes:Point out that this slide lists strategies that can be done every day, any where.Review a few of the strategies on the slide.Emphasize that they seem simple and obvious but we tend to forget to do these things- when we do, our resources for coping can run low or get to empty. Think of these strategies like a “shot” from the doctor or a “tank of emotional fuel” - they can fight off the impact of more problematic stress and keep you going strong and less stressed.Refer to:Poster: A Strategy a Day Will Keep the Doctor Away! (I and II)
  • Presenter Notes:Describe Active Listening as stated on this slideAcknowledge that most of us think of ourselves as good listeners. At the same time, most of us feel, at one time or another, that we are not listened to or heard. And, anyone in the room can give an example of miscommunication and the stress that comes with it. Effective communication, such as active listening is not automatic, it takes focused attention and effort. It is an important strategy to reduce the stress of interaction that leave us feeling misunderstood, disrespected, and uncomfortable with others. Review the example. As time allows, invite participants to share a personal example of using active listening or how feeling heard helps to improve relationships and reduce stress. Refer to:Poster: Are You Really Listening Effective Communication Strategies

Transcript

  • 1. Click to edit Master title styleClick to edit Master title stylePsychology & Principlesof ChangeCONFLICT & STRESS MANAGEMENT INTHE WORKPLACE TrainingBandung, 21 - 23 Juni 2010 By : Kanaidi, SE., M.Sikana_ati@yahoo.com
  • 2. Click to edit Master title styleClick to edit Master title stylePSYCHOLOGY OF CHANGE
  • 3. Click to edit Master title styleClick to edit Master title styleA Soccer Match Without Rules
  • 4. Click to edit Master title styleClick to edit Master title style
  • 5. Click to edit Master title styleClick to edit Master title stylePerubahan AdalahMasalah mind set..
  • 6. Click to edit Master title styleClick to edit Master title styleWORKING ON THE GAPFUTUREPRESENTPAST“GAP”betterharmfullThe DELTA GAP’s Theory of CHANGEIkaputra et.al, Unistaff summer school Unisattt Training, 2005upperlower
  • 7. Click to edit Master title styleClick to edit Master title stylePsychology of Change We experience changes physically, mentally andemotionally Usually it is subtle and slow but it can be sudden– disrupting our work, dislocating ourrelationships or ruining our leisure time. Sometimes we can discern a pattern, sometimesnot Sometimes we can explain it, sometimes not Changes involves the familiar; sometimes theunknown. Many of us prefer what is familiar Rather than seek change, we continue to live withour old familiar feelings (patterns and routines)
  • 8. Click to edit Master title styleClick to edit Master title styleLikely reactions from the individualfacing with changeAnnouncement implementati onSchockAngerAcceptanceTestingConfusionDenialCooperationAdoptchangesEnthousiasm/DeceptionEvaluateimpactAnnouncementAcceptancePsychology of Change
  • 9. Click to edit Master title styleClick to edit Master title stylePRO-ACTIVERESISTORSDEFENSIVERESISTORSBYSTANDERSCHANGEAGENTSCHANGEAGENTSINWAITINGActivelyAgainstNeutral StronglySupportiveYesNoHavenecessaryattitude andskills forproposedchangeCommitment to Proposed ChangeLikely Reaction (OF GROUPS OF PEOPLE) TO CHANGEPsychology of Change
  • 10. Click to edit Master title styleClick to edit Master title styleTHECONTENTMENTROOMTHEDENIALROOMTHECONFUSIONROOMTHERENEWALROOMDUNGEONOF DENIALPARALYSISPITWRONGDIRECTIONDOORTHESUNLOUNGETHE CHANGE HOUSELikely Phases in an Organsation Under ChangePsychology of Change
  • 11. Click to edit Master title styleClick to edit Master title styleCHANGE HOUSE : ROOM OF DENIALSay Act“It’s nothing to do with us”“It won’t happen here”“Nobody else can do whatwe do”“If it isn’t broke don’t fix it”Defend the pastJustify the presentBlame everybody elseMiss the messagePsychology of Change
  • 12. Click to edit Master title styleClick to edit Master title styleCHANGE HOUSE : ROOM OF CONFUSIONSay Act“We can’t do anything, it’s all beendecided”“I’m looking for another job”“The management don’t care,they’ll just move on”“What can we do?”FrustrationWithdrawalBlaming managementNo sense of directionPsychology of Change
  • 13. Click to edit Master title styleClick to edit Master title styleCHANGE HOUSE : ROOM OF RENEWALSay Act“We have to keep improving -work smarter not harder”“We’re all part of the sameteam”“Yes, we can do it”Understand and work to targetsAccept responsibilityKnow what we are trying toachieveSeek continuous improvementPsychology of Change
  • 14. Click to edit Master title styleClick to edit Master title style• Economic theory of change: competition, markets andinnovation• Psychological theory of change: fullfilment of individualneeds• Sociological theory of change: powerful groups• Cultural theory of change: values, myths, beliefs• Biology theory of change: survival of the species / planet• System theory of change: crisis necessitates change• Political theory of change: opportunities for new politicsPsychology of ChangeWHY CHANGE?: Theories of change
  • 15. Click to edit Master title styleClick to edit Master title styleTim e for aChangeRevisedbudgetingInstitutionalreformNewRegulationsEconomicsGrowth/DeclineCompetition /Competing programsNewTechnologyChangingValues /NeedsActs ofNature/GodNew LeadershipPersonal fate/healthDRIVERS TO CHANGE
  • 16. Click to edit Master title styleClick to edit Master title styleDRIVERS TO CHANGEIN THE MOBILITY COVENANTCASE IN FLANDERS• New minister• Competing politicalprogram from GreenParty• Changing values andneeds re sustainablemobility• Personal health : highnumber of fatalities inroad accidents• Cooperation andpartnerships• Institutional reform
  • 17. Click to edit Master title styleClick to edit Master title styleDRIVERS TO CHANGE INTHE KOSOVO CASE• Post war recovery• Economicdevelopment• Status for Kosovo• Self -government• European Vocation
  • 18. Click to edit Master title styleClick to edit Master title styleLead andcom m unicatechangeEvaluate,consolidateandinstitutionalize newapproachesProduce morechangeEnsure Resources forshort term projectsand winsImplement newinstrumentsand demonstrativeprojectsLeadershipand Coalitionof PartnersCreate a Sense ofUrgency for changeEmpower staff andstakeholders to acton the visionCreate a Visionand StrategyTRIGGERS FOR CHANGE
  • 19. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGEIN THE MOBILITY COVENANTCASE IN FLANDERS• New regulation andprocedures: the mobilitycovenant• Ensured resources fordemonstrative projects• Continued committedleadership and strongcoalition of partners• Taskforce to steer andevaluate progress• Consolidation andinstitutionalisation ofsystem• Affected new programs
  • 20. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGEIN THE KOSOVO CASE• European PartnershipAction Plan• Priority Actions• Capacity Buildingprojects• Additional Resources• Monitoring Progress
  • 21. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE– Trigger 1: Create a common sense ofurgency• Identify and discuss anticipation to potential crises orlooming crises, or major opportunities for change onobjective and on emotional grounds• Examine market and competitive realities• Formulate the “why to change”• Refer to leading and peer scientific research / models/ best practice
  • 22. Click to edit Master title styleClick to edit Master title style– Trigger 2: Form a PowerfulLeadership & Coalition of Partners• Assemble a group with enough and potential power tolead the change effort• Encourage the group to work together as a team• Seek strategic partners outside your organisationTRIGGERS FOR CHANGE
  • 23. Click to edit Master title styleClick to edit Master title style– Trigger 3: Create a Vision andStrategy• Create a vision to help direct the change effort• Develop strategies for achieving that vision• Define demonstrative actionsTRIGGERS FOR CHANGE
  • 24. Click to edit Master title styleClick to edit Master title style– Trigger 4 : Empower staff andstakeholders to act on the Vision• Change systems, structures that seriously underminethe vision• Encourage risk taking and non-traditional ideas,activities and actions• Get rid of obstacles and routines that adverse change• Facilitate new behaviours by the example of theguiding coalition and exampleTRIGGERS FOR CHANGE
  • 25. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE– Trigger 5 : Ensure resources forShort-term Projects and Wins• Ensure budgets and human resources fordemonstrative and innovative projects that haveproven to be successful in other countries• Ensure budgets and committed staff to initiate riskprojects• Hire and promote employees who can implement thevision.(in case you don’t find them within yourorganisation, hire expertise for change from outside)
  • 26. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE– Trigger 6 : Implement DemonstrativeProjects and Instruments• Plan for publicly visible improvements• Facilitate and create those improvements and projects• Encourage demonstrative projects• Recognise and reward employees involved in theimprovements
  • 27. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE– Trigger 7 : Evaluate, Consolidate andInstitutionalise New Approaches,Produce More Change• Use your increased credibility to change policies,structures and routines that don’t fit the vision• Reinvigorate the process with new projects, themesand change agents• Articulate the connections between the newbehaviours and corporate success
  • 28. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE– Trigger 8 : Lead andcommunicate the changeprocess• Use every vehicle possible tocommunicate the new visionand strategies• Your change agents and changeagents in waiting are the peopleyou rely on• Mixed approach to thehesitating and the pro-activeresistors.• The group of the defensiveresistors should not be targetedPRO-ACTIVERESISTORSDEFENSIVERESISTORSBYSTANDERSCHANGEAGENTSCHANGEAGENTSINWAITINGActivelyAgainstNeutral StronglySupportiveYesNoHavenecessaryattitude andskills forproposedchangeCommitment to Proposed Change
  • 29. Click to edit Master title styleClick to edit Master title style7 Principles of ChangeBandung, 21 - 23 Juni 2010 By : Kanaidi, SE., M.Sikana_ati@yahoo.comCONFLICT & STRESS MANAGEMENT INTHE WORKPLACE Training
  • 30. Click to edit Master title styleClick to edit Master title style77 Principles of Change
  • 31. Click to edit Master title styleClick to edit Master title stylePrinciple 1 :Senders and receiversEvery change can be viewed from the perspective of asender and a receiver.• A sender is anyone providing information about thechange.• A receiver is anyone being given information aboutthe change.Senders and receivers are often not in a dialogueat the onset of a change. They often talk right pastone another. What a sender says and what a receiverhears are often two very different messages.
  • 32. Click to edit Master title styleClick to edit Master title stylePrinciple 2 : Resistanceand comfort• Their personal history• Current events in their life• Current changes at work• How much other change is going onMoreover, some employees will resist the change no matterwhat.The natural and normal reaction to change isresistance.Every individual has a threshold for how much changethey can absorb based on:
  • 33. Click to edit Master title styleClick to edit Master title stylePrinciple 3 :Authority for change• The number one success factor cited forimplementing change is visible and activeexecutive sponsorship• Moreover, the credibility of the leadingsponsor for change will be judged byemployees.• As a change leader, you need to be aware thateffective sponsorship at the right level maydetermine success or failure of the project.
  • 34. Click to edit Master title styleClick to edit Master title stylePrinciple 4 : Value systemsA new culture evolved in many of todays businesses.Employees:• Take ownership and responsibility for their work• Have pride in workmanship and look to improve theirwork processes• Feel empowered to make decisions that improvetheir product and the level of customer service• Focus on results
  • 35. Click to edit Master title styleClick to edit Master title stylePrinciple 5 : Incrementalversus radical changeChange management activities should be scaledbased on the type and size of the change.Change can be broken down into two types :• Incremental change• Radical change
  • 36. Click to edit Master title styleClick to edit Master title stylePrinciple 6 : The right answeris not enough• In fact, a good solution design does not mean thatimplementation will always be successful or thatyou will actually realize the business results youexpect.• Effective change management programs will engageemployees early in the process, focus on results andeffectively integrate employee feedback into thebusiness solution.
  • 37. Click to edit Master title styleClick to edit Master title stylePrinciple 7 : Change is a processThe ADKAR change management model (The PerfectChange), characterizes the process for individual changein five key steps:• Awareness of the need to change• Desire to participate and support the change• Knowledge about how to change• Ability to implement new skills and behaviors• Reinforcement to keep the change in placeThe concept of change as a process generates multiplelessons for change management teams. Managers mustavoid treating changes as a single meeting orannouncement.
  • 38. Click to edit Master title styleClick to edit Master title styleMaking AppropriateBehaviour ChangesBandung, 21 - 23 Juni 2010 By : Kanaidi, SE., M.Sikana_ati@yahoo.comCONFLICT & STRESS MANAGEMENT INTHE WORKPLACE Training
  • 39. Click to edit Master title styleClick to edit Master title styleSumber Potensi STRESSUMBER-SUMBER POTENSIAL KONSEKUENSI1.Faktor Lingkungan:-ketidakpastian ekonomi-ketidakpastian politik-perubahan teknologi2.Faktor Organisasional :-Tuntutan tugas-tuntutan peran-Tuntutan antarpersonal3.Faktor Personal :- Persoalan Keluarga- Persoalan Ekonomi- Kepribadian1.Gejala gejala Psikologis- Sakit kepala- Tekanan darah tinggi- Sakit jantung2. Gejala gejala Pskologis- Kecemasan- depresi- Menurunnya tingkat kepuasankerja3.Gejala gejala perilaku- Produktivitas- Kemangkiran- Perputaran karyawan-
  • 40. Click to edit Master title styleClick to edit Master title style
  • 41. Click to edit Master title styleClick to edit Master title styleTaksonomi PERILAKU MANUSIA Perilaku manusia merupakan segala sesuatuyang diperbuat atau dikerjakan oleh manusia,yang merupakan kompleks dari gejala-gejalajiwa. Gejala-gejala jiwa manusia :o Kognetif/Intelektualo Afektif/Moralo Konasi (Psikomotorik)/sosial/ketrampilan.Perubahan Perilaku manusia mencakup ketigaaspek tersebut.
  • 42. Click to edit Master title styleClick to edit Master title style1. Teori Stimulus OrganismePerilaku terbentuk sbg respon terhadapperangsang tertentu oleh karena itu perilakudapat berubah jika terdapat perangsang yangintensitasnya melebihi perangsangsebelumnya.
  • 43. Click to edit Master title styleClick to edit Master title style2. Teori Festinger (Dissonance Theory) Perilaku seseorang dapat berubah jikapada dirinya terjadi ketidak seimbanganpsikologis. Ketidak seimbangan mendorong ybs untukkembali ke keadaan seimbang atau tenangsecara psikologis. Dan hal ini bisa dicapaidengan melakukan perubahan perilaku.6/14/2013 43
  • 44. Click to edit Master title styleClick to edit Master title style3. Teori FungsiPerilaku manusia berhubungan dg kebutuhannya.Perilaku memiliki fungsi instrumental, artinyaberfungsi untuk memenuhi kebutuhan.Perilaku berfungsi sbg pertahanan diri dalammenghadapi lingkungan.Perilaku berfungsi untuk menyesuaikan diriterhadap apa yang terjadi.Perilaku merupakan perwujudan/ekspresi diri .6/14/2013 44
  • 45. Click to edit Master title styleClick to edit Master title stylePerubahan PerilakuPerubahan Perilaku dikelompokkanmenjadi tiga:• Perubahan Alamiah• Perubahan Terencana• Kesediaan untuk Berubah
  • 46. Click to edit Master title styleClick to edit Master title stylePerubahan alamiah :Perubahan alamiah Perubahan disebabkan krnkejadian alamiah. Apabila dlm masyarakat sekitarterjadi suatu perubahan lingkungan fisik atau sosialbudaya dan ekonomi, maka anggota-anggotamasyarakat didlmnya juga akan mengalamiperubahan.Perubahan terencana :Perubahan terencana Perubahan direncanakansendiri oleh subjek .
  • 47. Click to edit Master title styleClick to edit Master title styleApabila terjadi suatu inovasi di dlm masyarakat,maka yg sering terjadi adalah :• Sebagian orang sangat cepat utk menerimainovasi atau perubahan tsb,• Sebagian lagi sangat lambat utk menerimaperubahan tsb.Hal ini disebabkan setiap orang mempunyaikesediaan utk berubah yg berbeda-beda.Kesediaan utk Berubahan :
  • 48. Click to edit Master title styleClick to edit Master title styleTry to Avoid STRESSwhen you can• Pikirkan– situasi apa yangmenyebabkan Anda Stres• Dapatkah Anda mengubah Perilakuuntuk menghindari situasi stres• Anggap suatu yang biasa saja• Tingkatkan harga diri dan perilakupositif• Belajar untuk cepat beradaptasidalam perubahan
  • 49. Click to edit Master title styleClick to edit Master title style
  • 50. Click to edit Master title styleClick to edit Master title styleLIMA LANGKAH PROSESPENGELOLAAN DIRI1. Santai/rilek2. Kenali emosi anda3. Kendalikan diri4. Bersikap sungguh-sungguh5. Merasa & berpikir positif
  • 51. Click to edit Master title styleClick to edit Master title styleThe Link betweenGood Communication andDecreased StressBandung, 21 - 23 Juni 2010 By : Kanaidi, SE., M.Sikana_ati@yahoo.com
  • 52. Click to edit Master title styleClick to edit Master title styleThe Problems ?• Ever YOU meet the Problems ?
  • 53. Click to edit Master title styleClick to edit Master title styleKnowingYour Sourcesand Signs ofStressIn pairs or small groups:Turn to the first page of yourTaking Care of Our Courses anddiscuss the following questions:• What are my sources of stress?• How do I know when I amexperiencing stress?• What are my stress reactions?
  • 54. Click to edit Master title styleClick to edit Master title styleThought-Behavior-Emotion Cycle
  • 55. Click to edit Master title styleClick to edit Master title styleFocus onwhat is in your controlPut asidewhat is out of your control• Examples of areas in yourcontrol:• Your ability to prioritizework & personal obligations• Your reactions to eventsand people• Your thoughts• Focusing on areas in yourcontrol results in:• Feeling empowered• Feeling relief• Examples of areas outsideof your control:• How people respond toyou• Other people’s feelings• Focusing on areas outside ofyour control results in:• Feeling hopeless• Feeling anxious• Feeling STRESSEDThe Role of Control in Stress Reduction
  • 56. Click to edit Master title styleClick to edit Master title styleOur Personal Role inStress Reduction• Recognize that thoughts impact your behaviorand emotions• “Talk Back” to your unhelpful thoughts• Focus on what is in your control versus out ofyour control• Keep a flexible and revolving door approach tothe types of activities or strategies you chooseto reduce stress
  • 57. Click to edit Master title styleClick to edit Master title styleEvery Day Strategies to ReduceStress• Eat a well- balanced diet; drink fluidslow in sugar, calories, and caffeine;have healthy snacks; and drink water!• Sleep well• Exercise: any activity that you findenjoyable• Create time each day to decompress• Talk with friends, peers, avoid gossipand hurtful conversations• Write in a journal or e-book• Pair enjoyable activities/tasks with lessenjoyable activities /tasks• Reward yourself for a job well done
  • 58. Click to edit Master title styleClick to edit Master title stylePractice techniques to reduceyour level of stress• Create your individualized actionplan for managing stress• Activity: Revisiting Keeping AStress Log• Activity: Practice stress reduction• Activity: Practice effectivecommunication• Activity: My Individualized ActionPlan
  • 59. Click to edit Master title styleClick to edit Master title styleRevisiting Keeping a Stress LogThere are a number of step for keepingand making use of a stress log• Record your stressors within a timeperiod and rate your stress response• Review the types of stressors youexperienced, your response, theirfrequency, and any common themes• Note Next Steps including yourstrengths, challenges, and plans toimprove how you will manage stress innext steps and your IndividualizedAction Plan
  • 60. Click to edit Master title styleClick to edit Master title styleCommunication Techniques toreduce your level of stressActive Listening• Builds relationships and sends amessage of respect for the thoughtsand experiences of others.• Involves listening to the content of theconversation as well as feelings andnon-verbal cues within the message• Instead of:• Speaker: I finally finished all of mywork.• Listener: Oh good, now you canhelp clean up.• Active Listener: You must feelrelieved, that was a lot of work.
  • 61. Click to edit Master title styleClick to edit Master title stylePositive Self-Statements• Introduce repetitive positive and motivatingstatements into your day and in reaction toyour thoughts• Examples of positive statements:• I am smart! I work hard! I always do mybest.• Examples of positive thought replacements:• Instead of: “ I need to be perfect or I fail.”• Replace with: “ I did a great job learning thisnew curriculum!”
  • 62. Click to edit Master title styleClick to edit Master title style62Contact Us :Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,Peneliti, dan PeBisnis)e-mail : kana_ati@yahoo.com ataukanaidi@yahoo.comTelp : 022-2009570 ext.118Fax : 022-2009568 HP. 0812 2353 284www.ken-kanaidi.blogspot.comwww.ken-sukses.blogspot.comwww.pemimpin.unggul.comwww.google.com “Sukses kanaidi”www.formulabisnis.com/?id=ken_kanaidiΩ Problem StatementΩ Mapping Ω Strategic Direction Conclusion