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  • 2 2 No longer a question of WHETHER changes are needed anymore, but whether they can keep pace with the need and leapfrog our competitors they’d better not be in the same business 5-10 years from now that they’re in today. they’d also better be the first, not the last, to know why, and the first to know what to do about it. Present organization is a good predictor of what will PREVENT you from developing the kind of organization you need -- Like all creatures, it has a vested interest in continuing to exist. In approaching change -- the model of unfreeze, transition, then refreeze worked well for many years -- and was okay for singular changes. Today’s and tomorrow’s challenges require a much more dynamic, and constant approach.

Transcript

  • 1. Change Management Mengelola Proses Perubahan secara Efektif
  • 2. Anda bisa mendownload file presentasi ini di : www.strategimanajemen.net Composed by : Yodhia Antariksa Silakan berkunjung ke www.strategimanajemen.net , sebuah blog tentang management skills, human capital dan business strategy
  • 3. Contents
    • Five Activities Contributing to Effective Change Management
      • Motivating Change
      • Creating Vision of Change
      • Developing Political Support
      • Managing the Transition
      • Sustaining Momentum
  • 4.
    • “ When the rate of change outside exceeds the rate of change inside, the end is in sight”
    Rate of Change Jack Welch
  • 5. Five Activities Contributing to Effective Change Management
  • 6. Five Activities Contributing to Effective Change Management
    • Motivating Change
    2. Creating Vision of Change 3. Developing Political Support 4. Managing the Transition of Change 5. Sustaining Momentum Effective Change Management
  • 7.
    • Motivating 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
  • 8. Force Field Analysis Model Current Situation Restraining Forces for Change Driving Forces for Change
  • 9. Force Field Analysis Model Strengthening or adding driving forces Removing or reducing restraining forces Changing the direction of some of the forces Change
  • 10. Group 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
  • 11. Resistance to Change 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 Change 20% 40% 60% 80% 100%
  • 12. Individual Resistance Individual Resistance Habit Selective Information Processing Economic Factors Job Security Fear of the Unknown
  • 13. Organizational Resistance Organizational Resistance Threat to Established Power Relationship Group Inertia Threat to Established Resource Allocations Structural Inertia Limited Focus of Change
  • 14. Overcoming Resistance to Change Education and Communication Participation and Involvement Facilitation and Support Negotiation Manipulation and Cooptation Coercion Overcoming Resistance to Change
  • 15. 2. Creating Vision of Change Constructing the Envisioned Future Bold and Valued Outcomes Desired Future State
  • 16. 3. Developing Political Support Assessing Change Agent Power Identifying Key Stakeholders Influencing Stakeholders Developing Political Support
  • 17. Influencing Key Stakeholders What would make them more supportive of the change?
    • Information / understanding?
    • Involvement and ownership?
    • Changes in planned actions?
    • Direction from more senior managers?
    • Evidence of the success of the change?
  • 18. Influencing Key Stakeholders What would make them less supportive of the change?
    • Personal threat ?
    • Non-involvement in decisions ?
    • Personal rivalries ?
    • Insufficient evidence in ‘trial period’ (defined by them) ?
  • 19. 4. Managing the Transition Current State Desired Future State Transition State
    • Activity Planning
    • Change Management Team
  • 20. 5. Sustaining Momentum Sustaining Momentum Providing Resource for Change Building a Support System for Change Agents Developing New Competencies and Skills Reinforcing New Behaviors Staying the Course
  • 21. Recommended Further Readings:
    • Thomas Cummings and Christopher Worley, Organization Development and Change, South Western College Publishing
    • Lynn Fossum, Understanding Organizational Change , Crisp Learning Publication
  • 22. Jika Anda menyukai presentasi ini, silakan berkunjung ke www.strategimanajemen.net secara reguler untuk memperoleh ide-ide segar tentang manajemen dan strategi bisnis. www.strategimanajemen.net The Right Destination for Smart People Jika Anda ingin menggunakan slide ini, mohon sebutkan sumbernya, yakni : www.strategimanajemen.net