Kanaidi, SE., M.Si., cSAP HP. 0812 2353 284, WA:0878 2330 6608 e-mail : kanaidi963@gmail.com atau kanaidi@yahoo.com Telp/Fax : +62 22-4267735

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1
Psychology & Principles
of Change
1 1HM MBT OKTOBER 2009
By: Kanaidi, SE., M.Si., cSAP
kanaidi963@gmail.com - HP. 0812 2353 284
The Power of LEADERSHIP and MANAGEMENT
1 1HM MBT OKTOBER 2009
By : Kanaidi, SE., M.Si., cSAP

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PSYCHOLOGY OF CHANGE

3. Click to edit Master title styleClick to edit Master title styleA Soccer Match Without Rules

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Perubahan Adalah
Masalah mind set..

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WORKING ON THE GAP
FUTUREPRESENT
PAST
“GAP”
better
harmfull
The DELTA GAP’s Theory of CHANGE
Ikaputra et.al, Unistaff summer school Unisattt Training, 2005
upper
lower
xx

7. Click to edit Master title styleClick to edit Master title stylePsychology of Change
 We experience changes physically, mentally and
emotionally
 Usually it is subtle and slow but it can be sudden
– disrupting our work, dislocating our
relationships or ruining our leisure time.
 Sometimes we can discern a pattern, sometimes
not
 Sometimes we can explain it, sometimes not
 Changes involves the familiar; sometimes the
unknown. Many of us prefer what is familiar
 Rather than seek change, we continue to live with
our old familiar feelings (patterns and routines)

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Likely reactions from the individual
facing with change
Announcement implementation
Schock
Anger
Acceptance
TestingConfusion
Denial
Cooperation
Adopt
changes
Enthousiasm/
Deception
Evaluate
impact
Announcement
Acceptance
Psychology of Change

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PRO-ACTIVE
RESISTORS
DEFENSIVE
RESISTORS
BYSTANDERS
CHANGE
AGENTS
CHANGE
AGENTS
IN
WAITING
Actively
Against
Neutral Strongly
Supportive
Yes
No
Have
necessary
attitude and
skills for
proposed
change
Commitment to Proposed Change
Likely Reaction (OF GROUPS OF PEOPLE) TO CHANGE
Psychology of Change

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THE
CONTENTMENT
ROOM
THE
DENIAL
ROOM
THE
CONFUSION
ROOM
THE
RENEWAL
ROOM
DUNGEON
OF DENIAL
PARALYSIS
PIT
WRONG
DIRECTION
DOOR
THE
SUN
LOUNGE
THE CHANGE HOUSE
Likely Phases in an Organsation Under Change
Psychology of Change

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CHANGE HOUSE : ROOM OF DENIAL
Say Act
“It’s nothing to do with us”
“It won’t happen here”
“Nobody else can do what
we do”
“If it isn’t broke don’t fix it”
Defend the past
Justify the present
Blame everybody else
Miss the message
Psychology of Change

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CHANGE HOUSE : ROOM OF CONFUSION
Say Act
“We can’t do anything, it’s all been
decided”
“I’m looking for another job”
“The management don’t care,
they’ll just move on”
“What can we do?”
Frustration
Withdrawal
Blaming management
No sense of direction
Psychology of Change

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CHANGE HOUSE : ROOM OF RENEWAL
Say Act
“We have to keep improving -
work smarter not harder”
“We’re all part of the same
team”
“Yes, we can do it”
Understand and work to targets
Accept responsibility
Know what we are trying to
achieve
Seek continuous improvement
Psychology of Change

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• Economic theory of change: competition, markets and
innovation
• Psychological theory of change: fullfilment of individual
needs
• 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 politics
Psychology of Change
WHY CHANGE?: Theories of change

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Tim e for a
Change
Revised
budgeting
Institutional
reform
New
Regulations
Economics
Growth/Decline
Competition /
Competing programs
New
Technology
Changing
Values /
Needs
Acts of
Nature/God
New Leadership
Personal fate/
health
DRIVERS TO CHANGE

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DRIVERS TO CHANGE
IN THE MOBILITY COVENANT
CASE IN FLANDERS
• New minister
• Competing political
program from Green
Party
• Changing values and
needs re sustainable
mobility
• Personal health : high
number of fatalities in
road accidents
• Cooperation and
partnerships
• Institutional reform

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DRIVERS TO CHANGE IN
THE KOSOVO CASE
• Post war recovery
• Economic
development
• Status for Kosovo
• Self -government
• European Vocation

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Lead and
com m unicate
change
Evaluate,
consolidate
and
institutionaliz
e new
approaches
Produce more
change
Ensure Resources for
short term projects
and wins
Implement new
instruments
and demonstrative
projects
Leadership
and Coalition
of Partners
Create a Sense of
Urgency for change
Empower staff and
stakeholders to act
on the vision
Create a Vision
and Strategy
TRIGGERS FOR CHANGE

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TRIGGERS FOR CHANGE
IN THE MOBILITY COVENANT
CASE IN FLANDERS
• New regulation and
procedures: the mobility
covenant
• Ensured resources for
demonstrative projects
• Continued committed
leadership and strong
coalition of partners
• Taskforce to steer and
evaluate progress
• Consolidation and
institutionalisation of
system
• Affected new programs

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TRIGGERS FOR CHANGE
IN THE KOSOVO CASE
• European Partnership
Action Plan
• Priority Actions
• Capacity Building
projects
• Additional Resources
• Monitoring Progress

21. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE
– Trigger 1: Create a common sense of
urgency
• Identify and discuss anticipation to potential crises or
looming crises, or major opportunities for change on
objective and on emotional grounds
• Examine market and competitive realities
• Formulate the “why to change”
• Refer to leading and peer scientific research / models
/ best practice

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– Trigger 2: Form a Powerful
Leadership & Coalition of Partners
• Assemble a group with enough and potential power to
lead the change effort
• Encourage the group to work together as a team
• Seek strategic partners outside your organisation
TRIGGERS FOR CHANGE

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– Trigger 3: Create a Vision and
Strategy
• Create a vision to help direct the change effort
• Develop strategies for achieving that vision
• Define demonstrative actions
TRIGGERS FOR CHANGE

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– Trigger 4 : Empower staff and
stakeholders to act on the Vision
• Change systems, structures that seriously undermine
the 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 the
guiding coalition and example
TRIGGERS FOR CHANGE

25. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE
– Trigger 5 : Ensure resources for
Short-term Projects and Wins
• Ensure budgets and human resources for
demonstrative and innovative projects that have
proven to be successful in other countries
• Ensure budgets and committed staff to initiate risk
projects
• Hire and promote employees who can implement the
vision.(in case you don’t find them within your
organisation, hire expertise for change from outside)

26. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE
– Trigger 6 : Implement Demonstrative
Projects and Instruments
• Plan for publicly visible improvements
• Facilitate and create those improvements and projects
• Encourage demonstrative projects
• Recognise and reward employees involved in the
improvements

27. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE
– Trigger 7 : Evaluate, Consolidate and
Institutionalise 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, themes
and change agents
• Articulate the connections between the new
behaviours and corporate success

28. Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE
– Trigger 8 : Lead and
communicate the change
process
• Use every vehicle possible to
communicate the new vision
and strategies
• Your change agents and change
agents in waiting are the people
you rely on
• Mixed approach to the
hesitating and the pro-active
resistors.
• The group of the defensive
resistors should not be targeted
PRO-ACTIVE
RESISTORS
DEFENSIVE
RESISTORS
BYSTANDERS
CHANGE
AGENTS
CHANGE
AGENTS
IN
WAITING
Actively
Against
Neutral Strongly
Supportive
Yes
No
Have
necessary
attitude and
skills for
proposed
change
Commitment to Proposed Change

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7 Principles of Change
2929 29HM MBT OKTOBER 2009
By: Kanaidi, SE., M.Si., cSAP
kanaidi963@gmail.com - HP. 0812 2353 284
The Power of LEADERSHIP and MANAGEMENT
29 29HM MBT OKTOBER 2009
By : Kanaidi, SE., M.Si., cSAP

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7
7 Principles of Change
1 2
3
4
5
6
7

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Principle 1 :
Senders and receivers
Every change can be viewed from the perspective of a
sender and a receiver.
• A sender is anyone providing information about the
change.
• A receiver is anyone being given information about
the change.
Senders and receivers are often not in a dialogue at the
onset of a change. They often talk right past one
another. What a sender says and what a receiver hears
are often two very different messages.

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Principle 2 : Resistance
and comfort
• Their personal history
• Current events in their life
• Current changes at work
• How much other change is going on
Moreover, some employees will resist the change no matter
what.
The natural and normal reaction to change is
resistance.
Every individual has a threshold for how much change
they can absorb based on:

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Principle 3 :
Authority for change
• The number one success factor cited for
implementing change is visible and active
executive sponsorship
• Moreover, the credibility of the leading
sponsor for change will be judged by
employees.
• As a change leader, you need to be aware that
effective sponsorship at the right level may
determine success or failure of the project.

34. Click to edit Master title styleClick to edit Master title stylePrinciple 4 : Value systems
A new culture evolved in many of today's businesses.
Employees:
• Take ownership and responsibility for their work
• Have pride in workmanship and look to improve their
work processes
• Feel empowered to make decisions that improve
their product and the level of customer service
• Focus on results

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Principle 5 : Incremental
versus radical change
Change management activities should be scaled
based on the type and size of the change.
Change can be broken down into two types :
• Incremental change
• Radical change

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Principle 6 : The right answer
is not enough
• In fact, a good solution design does not mean that
implementation will always be successful or that
you will actually realize the business results you
expect.
• Effective change management programs will engage
employees early in the process, focus on results and
effectively integrate employee feedback into the
business solution.

37. Click to edit Master title styleClick to edit Master title stylePrinciple 7 : Change is a process
The ADKAR change management model (The Perfect
Change), characterizes the process for individual change in
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 place
The concept of change as a process generates multiple
lessons for change management teams.
Managers must avoid treating changes as a single meeting
or announcement.

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