Pelatihan Conflict & Stress Management in the Workplace (Kanaidi, SE., M.Si.,...Kanaidi ken
This document discusses principles of change management and psychology of change. It covers several key topics:
1. It outlines 7 principles of change management, including understanding different perspectives of senders and receivers of change, dealing with resistance to change, having proper authority and sponsorship for change, and treating change as a process rather than a single event.
2. It describes common reactions people have to changes like denial, confusion, and renewal. It also outlines different types of individuals' commitment to change.
3. It provides theories to explain human behavior and potential triggers to initiate change, such as creating urgency, forming a leadership team, developing a vision and strategy, and ensuring resources for demonstration projects.
The document aims
Psychology and Principles of Changet _ Materi Training "MANAJEMEN KONFLIK"Kanaidi ken
This document discusses principles of change management based on psychology. It covers 7 principles: 1) seeing change from the perspectives of senders and receivers, 2) understanding natural resistance to change, 3) the importance of authority sponsorship, 4) how change impacts value systems, 5) differences between incremental and radical change, 6) how solutions are not enough and change management is needed, and 7) that change is a process not an event. It provides examples and explanations for each principle.
Why do we need to get involved in change management uotWaleed Alqadi
This document discusses change management and why organizations need to get involved in managing change. It provides definitions of key change management terms and outlines several important aspects of effective change management, including:
1. Managing change is important for improving organizational performance. It requires a deliberate process that addresses the need for change and creates positive motivation.
2. Change management requires establishing clear guidelines, forming a team with authority to make strategic decisions, and communicating effectively to implement changes successfully.
3. Leadership plays a key role in change management by establishing credibility, defining the vision for change, and guiding employees through different phases from preparing for change to after the change is implemented.
4. For change management to be successful at the individual
Change is the only thing that is constant in life. Organizational always strive to achieve greater business return and hence the need to constantly review their strategies, structures and everything that could help their business strive better.
This presentation will help provide a little insight into the best approach toward achieving successful organizational change.
BA 361 lecture ch 16 p.396-403; 405-406; 409-414.pptDr. Vartika Dutta
This document discusses forces of change that organizations face both internally and externally. It also covers models of planned organizational change including Lewin's change model and Kotter's 8 steps for leading change. Resistance to change is examined by looking at reasons why people resist change and strategies for overcoming resistance such as participation, education, negotiation, and facilitation.
Pelatihan Conflict & Stress Management in the Workplace (Kanaidi, SE., M.Si.,...Kanaidi ken
This document discusses principles of change management and psychology of change. It covers several key topics:
1. It outlines 7 principles of change management, including understanding different perspectives of senders and receivers of change, dealing with resistance to change, having proper authority and sponsorship for change, and treating change as a process rather than a single event.
2. It describes common reactions people have to changes like denial, confusion, and renewal. It also outlines different types of individuals' commitment to change.
3. It provides theories to explain human behavior and potential triggers to initiate change, such as creating urgency, forming a leadership team, developing a vision and strategy, and ensuring resources for demonstration projects.
The document aims
Psychology and Principles of Changet _ Materi Training "MANAJEMEN KONFLIK"Kanaidi ken
This document discusses principles of change management based on psychology. It covers 7 principles: 1) seeing change from the perspectives of senders and receivers, 2) understanding natural resistance to change, 3) the importance of authority sponsorship, 4) how change impacts value systems, 5) differences between incremental and radical change, 6) how solutions are not enough and change management is needed, and 7) that change is a process not an event. It provides examples and explanations for each principle.
Why do we need to get involved in change management uotWaleed Alqadi
This document discusses change management and why organizations need to get involved in managing change. It provides definitions of key change management terms and outlines several important aspects of effective change management, including:
1. Managing change is important for improving organizational performance. It requires a deliberate process that addresses the need for change and creates positive motivation.
2. Change management requires establishing clear guidelines, forming a team with authority to make strategic decisions, and communicating effectively to implement changes successfully.
3. Leadership plays a key role in change management by establishing credibility, defining the vision for change, and guiding employees through different phases from preparing for change to after the change is implemented.
4. For change management to be successful at the individual
Change is the only thing that is constant in life. Organizational always strive to achieve greater business return and hence the need to constantly review their strategies, structures and everything that could help their business strive better.
This presentation will help provide a little insight into the best approach toward achieving successful organizational change.
BA 361 lecture ch 16 p.396-403; 405-406; 409-414.pptDr. Vartika Dutta
This document discusses forces of change that organizations face both internally and externally. It also covers models of planned organizational change including Lewin's change model and Kotter's 8 steps for leading change. Resistance to change is examined by looking at reasons why people resist change and strategies for overcoming resistance such as participation, education, negotiation, and facilitation.
This document from Longmead Consulting provides guidance on effective change management. It outlines key principles for ensuring business change initiatives stick, such as having a clear vision and case for change, understanding impacts, and tailoring approaches. It also describes essential stages in the change process, including preparing for change by assessing impacts, managing the change through engagement and training, and reinforcing the change to ensure benefits are realized. The goal of change management is to achieve desired business outcomes by having all impacted groups understand, embrace and adopt the change.
This was prepared for our middle managers to explain management of change. I've put some youtube videos which were important to explain theories: I recommend you to watch those videos as well. Hope that you'll find helpful.
PG webinar series 2024_For the organisation or against it? How change agents ...DanielleTucker19
Presented as part of the Essex Business School (University of Essex, UK) Postgraduate Webinar series in March 2024.
The webinar series showcases the research interests of academics at Essex Business School.
In this presentation I discuss:
- What is organisational change and why do we do it?
- What are the experiences of change leaders who enact change?
- What are the benefits of a change agency approach to change
- How to resolve identity ambiguity
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Strategic Change and Strategic LeadershipSensei Ndlovu
The document discusses strategic change and strategic leadership. It provides information on managing strategic change, including identifying areas for change, barriers to change, using organizational persuasion, and becoming a learning organization. It also discusses types of strategic change, strategic issues such as time, scope, diversity and readiness. Additionally, it outlines the key actions of strategic leadership, including determining strategic direction, managing resources, sustaining culture, emphasizing ethics, and establishing controls.
This document provides information about an assignment for the subject MU0018 – Change Management. It includes 6 questions related to change management topics like Kotter's 8-step change model, resistance to change, organizational effectiveness, change agents, and behavioral approaches to change. It directs students to send their semester and specialization details to a email address or call a phone number to get fully solved assignments. The questions require answers ranging from 400-500 words and provide evaluation criteria for each question.
Creating and sustaining change in an organization can be challenging. Change leadership and change management are both essential components of driving change. In this deck, we walk through our framework for successful transformation: thinking there, getting there, and living there.
This document outlines an agenda for a change management training. It includes an introduction to change management concepts like the pace of change, organizational responses to change, and principles of managing change. It discusses Lewin's change model of unfreezing, moving, and refreezing. It also covers Kotter's 8-stage process for creating major change, including establishing urgency, communicating vision, empowering others, and anchoring changes in culture. The training utilizes exercises, assessments, and a case study to help participants understand how to effectively lead and respond to organizational change.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
Change is a constant reality that must be managed effectively. There are several key aspects to successful change management:
1. Establish a clear vision for the desired future state and ensure staff understands how the change benefits them.
2. Gain commitment from senior leadership to prioritize and support the change.
3. Create a team of change agents to develop and implement the change plan. Identify those opposed and address concerns.
4. Continuously communicate with staff, measure progress, and reinforce the changes to ensure long-term adoption. Managing change takes ongoing efforts to guide people through uncertainty.
The document provides an overview of change management and discusses several key aspects:
1) It defines change and transition, and explains what change management is.
2) It outlines different levels of change including individual, team, organizational, and leadership during change.
3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.
Directors Meeting - Oct. 21, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Kim Pruitt, Assistant Director for Organizational Development, USC Human Resources
J. Rex Tolliver, Vice President for Student Affairs and Academic Support
change management for smart business approachRAVISHANKARRAI4
The document discusses change management and involving people in change management. It defines change management as managing change in a planned and systematic way. It outlines principles of change management like involving people, understanding the current and desired states, planning development in stages, and communicating changes openly. It also discusses advantages of proper change management, the change management process, resistance to change, building a culture for change using the ADKAR model, strategies for change management using various approaches, the role of leaders in change, and involving people through communication, participation, rewards, and teams.
Organisation culture change short paper Ciarán Dyar
This document discusses leading organizational culture change and outlines seven questions and five imperatives to achieve culture change. It recommends defining behaviors to drive the desired culture, ensuring focused business goals are at the heart of change, designing change processes to account for socio-technical systems, using teams as repositories for the new culture, and using involvement and participation at every opportunity. A driver group should own change and be given autonomy to leverage political processes while focusing goals and training a critical mass group to demonstrate changed behaviors.
Change Management processes typically provides a system of planning, scheduling, implementing, and tracking changes that need to be completed within an organization
“Ensure that standardized methods and techniques are used for efficient and prompt handling of all changes in order to prevent change-related incidents”.
Organizational change refers to alterations made to the work environment, structure, technology, or personnel within an organization. Change is necessary to adapt to both external factors like new technologies or regulations, and internal factors like new management or deficiencies. Common change models include Lewin's three step model of unfreezing, changing, and refreezing; and Kotter's eight step plan which involves establishing urgency, building support, and reinforcing changes. Resistance to change stems from insecurity, lack of communication, and disruptions to status quo, so change must involve participation, communication, and addressing people's concerns.
This document from Longmead Consulting provides guidance on effective change management. It outlines key principles for ensuring business change initiatives stick, such as having a clear vision and case for change, understanding impacts, and tailoring approaches. It also describes essential stages in the change process, including preparing for change by assessing impacts, managing the change through engagement and training, and reinforcing the change to ensure benefits are realized. The goal of change management is to achieve desired business outcomes by having all impacted groups understand, embrace and adopt the change.
This was prepared for our middle managers to explain management of change. I've put some youtube videos which were important to explain theories: I recommend you to watch those videos as well. Hope that you'll find helpful.
PG webinar series 2024_For the organisation or against it? How change agents ...DanielleTucker19
Presented as part of the Essex Business School (University of Essex, UK) Postgraduate Webinar series in March 2024.
The webinar series showcases the research interests of academics at Essex Business School.
In this presentation I discuss:
- What is organisational change and why do we do it?
- What are the experiences of change leaders who enact change?
- What are the benefits of a change agency approach to change
- How to resolve identity ambiguity
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Strategic Change and Strategic LeadershipSensei Ndlovu
The document discusses strategic change and strategic leadership. It provides information on managing strategic change, including identifying areas for change, barriers to change, using organizational persuasion, and becoming a learning organization. It also discusses types of strategic change, strategic issues such as time, scope, diversity and readiness. Additionally, it outlines the key actions of strategic leadership, including determining strategic direction, managing resources, sustaining culture, emphasizing ethics, and establishing controls.
This document provides information about an assignment for the subject MU0018 – Change Management. It includes 6 questions related to change management topics like Kotter's 8-step change model, resistance to change, organizational effectiveness, change agents, and behavioral approaches to change. It directs students to send their semester and specialization details to a email address or call a phone number to get fully solved assignments. The questions require answers ranging from 400-500 words and provide evaluation criteria for each question.
Creating and sustaining change in an organization can be challenging. Change leadership and change management are both essential components of driving change. In this deck, we walk through our framework for successful transformation: thinking there, getting there, and living there.
This document outlines an agenda for a change management training. It includes an introduction to change management concepts like the pace of change, organizational responses to change, and principles of managing change. It discusses Lewin's change model of unfreezing, moving, and refreezing. It also covers Kotter's 8-stage process for creating major change, including establishing urgency, communicating vision, empowering others, and anchoring changes in culture. The training utilizes exercises, assessments, and a case study to help participants understand how to effectively lead and respond to organizational change.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
Change is a constant reality that must be managed effectively. There are several key aspects to successful change management:
1. Establish a clear vision for the desired future state and ensure staff understands how the change benefits them.
2. Gain commitment from senior leadership to prioritize and support the change.
3. Create a team of change agents to develop and implement the change plan. Identify those opposed and address concerns.
4. Continuously communicate with staff, measure progress, and reinforce the changes to ensure long-term adoption. Managing change takes ongoing efforts to guide people through uncertainty.
The document provides an overview of change management and discusses several key aspects:
1) It defines change and transition, and explains what change management is.
2) It outlines different levels of change including individual, team, organizational, and leadership during change.
3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.
Directors Meeting - Oct. 21, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Kim Pruitt, Assistant Director for Organizational Development, USC Human Resources
J. Rex Tolliver, Vice President for Student Affairs and Academic Support
change management for smart business approachRAVISHANKARRAI4
The document discusses change management and involving people in change management. It defines change management as managing change in a planned and systematic way. It outlines principles of change management like involving people, understanding the current and desired states, planning development in stages, and communicating changes openly. It also discusses advantages of proper change management, the change management process, resistance to change, building a culture for change using the ADKAR model, strategies for change management using various approaches, the role of leaders in change, and involving people through communication, participation, rewards, and teams.
Organisation culture change short paper Ciarán Dyar
This document discusses leading organizational culture change and outlines seven questions and five imperatives to achieve culture change. It recommends defining behaviors to drive the desired culture, ensuring focused business goals are at the heart of change, designing change processes to account for socio-technical systems, using teams as repositories for the new culture, and using involvement and participation at every opportunity. A driver group should own change and be given autonomy to leverage political processes while focusing goals and training a critical mass group to demonstrate changed behaviors.
Change Management processes typically provides a system of planning, scheduling, implementing, and tracking changes that need to be completed within an organization
“Ensure that standardized methods and techniques are used for efficient and prompt handling of all changes in order to prevent change-related incidents”.
Organizational change refers to alterations made to the work environment, structure, technology, or personnel within an organization. Change is necessary to adapt to both external factors like new technologies or regulations, and internal factors like new management or deficiencies. Common change models include Lewin's three step model of unfreezing, changing, and refreezing; and Kotter's eight step plan which involves establishing urgency, building support, and reinforcing changes. Resistance to change stems from insecurity, lack of communication, and disruptions to status quo, so change must involve participation, communication, and addressing people's concerns.
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Workshop "CSR & Community Development (ISO 26000)"_di BALI, 26-28 Juni 2024Kanaidi ken
Dlm wktu dekat, Pelatihan/WORKSHOP ”CSR/TJSL & Community Development (ISO 26000)” akn diselenggarakan di Swiss-BelHotel – BALI (26-28 Juni 2024)...
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Psychology and Principles of Change _Training MANAJEMEN KEARSIPAN with Filing System.
1. Click to edit Master title style
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Psychology & Principles
of Change
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PSYCHOLOGY OF CHANGE
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A Soccer Match Without Rules
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Perubahan Adalah
Masalah mind set
..
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WORKING ON THE GAP
FUTURE
PRESENT
PAST
“GAP”
better
harmfull
The DELTA GAP’s Theory of CHANGE
Ikaputra et.al, Unistaff summer school Unisattt Training, 2005
upper
lower
xx
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Psychology 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
Testing
Confusion
Denial
Cooperation
Adopt
changes
Enthou
siasm/
Deception
Evalua
te
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
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TRIGGERS 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
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TRIGGERS 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)
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TRIGGERS 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
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TRIGGERS 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
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TRIGGERS 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
Bandung, 21 - 23 Juni 2010 By : Kanaidi, SE., M.Si
kanaidi@yahoo.com
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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.
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Principle 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.
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Principle 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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`
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