CHANGE

MANAGEMENT

CHANGE MANAGEMENT
Gartner Group:
Transformasi dari organisasi sejajar dengan
pelaksanaan pilihan strategi perusahaan
Pengelolaan elemen manusia dalam skala besarlah
yang merubah proyek
Dalam pengelolaan proyek TI, sangat penting untuk
melancarkan transisinya dan implementasinya dari
solusi TI baru

THE NATURE OF CHANGE

Fokus:
Bagaimana perubahan membawa dampak bagi
individu?
Bagaimana perubahan membawa dampak bagi
organisasi?
Sumber Perubahan:

Kejadian

Kejadian

Organisasi

Global

Lokal

Hubungan Pribadi (Personal)

Keputusan Pribadi (Personal)

THE NATURE OF CHANGE:

The Impact of Change

Jeanie Duck (2001)
Hampir semua perubahan dalam hidup kita
menimbulkan sejumlah kegelisahan
Kegelisahan dikombinasikan dengan harapan adalah
anticipation (antisipasi) , sedangkan kegelisahan dengan
keprihatinan adalah dread (rasa takut)

Setiap perubahan disertai oleh sejumlah stress tertentu.

THE NATURE OF CHANGE:

The Impact of Change

Daryl Conner (1995) dalam Mengelola Kecepatan Perubahan

Seorang individu harus berhubungan dengan berbagai macam

perubahan
Kita harus mengasimilasikan perubahan ini terus menerus atau
sepanjang waktu
Akan terjadi masalah apabila seseorang tidak dapat mengasimilasikan
perubahan dengan cepat
Perubahan cenderung mempunyai dampak akumulatif, sedangkan
manusia hanya dapat mengasimilasi perubahan pada langkah tertentu.
Assimilation (Davidson 2002):
Proses adaptasi, merubah dan menentukan kemampuan kita untuk
menangani perubahan pada waktu ini dan di masa depan

THE NATURE OF CHANGE:

The Impact of Change

Apabila seorang individu melewati a certain change threshold (ambang

pintu perubahan tertentu), dia mungkin menjadi stress dan
menunjukkan dysfunctional behavior (gangguan perilaku)

Organisasi terdiri dari manusia. Setiap perubahan yang diadopsi oleh

organisasi harus diasimilasikan dan dikelola dalam change threshold
(ambang pintu perubahan)

Dysfunctional behavior of organization:

Ketidak mampuan untuk mengambil keuntungan dari peluang baru
atau solusi dari masalah yang dihadapi masa kini reflected in ability
of gaining profit (terefleksikan pada ketidak mampuan untuk
mendapatkan keuntungan)

THE NATURE OF CHANGE:

Change as a Process
Force Field Analysis:
Suatu teknik untuk membangun gambaran besar mengenai
semua kekuatan tertentu untuk perubahan tertentu atau
melawan perubahan tertentu (the forces in favor or against
a particular change)
Diperlukan untuk menentukan strategi perubahan
Driving forces (Pendorong perubahan): berinisiasi dan
bermotivasi untuk perubahan
Kekuatan menentang/bersiketegang: hambatan untuk
perubahan

THE NATURE OF CHANGE:

Change as a Process
Change process (Marchewska, based on Kurt Lewin model)
Driving
forces

Keadaan kini

Tanggung jawab
KL: unfreezing
(pencairan)

Resisting
forces

Keadaan Transisi

Perubahan

Keadaan
Yang
diinginkan
Refreezing
(Pembekuan
kembali)

Model ini menyarankan bahwa dimulai dengan start, maka

suatu perubahan berakhir pada keadaan masa kini.

THE NATURE OF CHANGE:

Change as a Process
Neutral Zone (Bridges 1991)
Sama dengan keadaan transisi (Equal to transition state)
Beramai-ramai individu melalui transisi sering
menghasilkan kebingungan (confusion) di bagian yang ada
dalam neutral zone nya. Dan kekuatan yang menentang
cenderung untuk mendorong individu tersebut kembali ke
keadaan mereka lagi, atau melarikan diri

THE NATURE OF CHANGE:

Emotional Responses to Change

5 Tahapan yang bereaksi pada kehilangan
(Stages of Reaction of loss)
(diadopsi dari Kbler-Ross 1969: On Death and Dying)
1.
Denial (Penolakan)
2.
Anger (Marah)
Menyalahkan orang lain, pada siapapun yang
bertanggung jawab untuk menciptakan perubahan (To blame
whoever is responsible for creating the change)
3.
Bargaining (Tawar Menawar) Bekerjasama, mencoba untuk
membuat kesepakatan agar dapat menghindari perubahan
(Cooperative, try to make deals in order to avoid the change)
4.
Depression Terjadi apabila terdapat pengertian yang berlebihan dari
kehilangan dari status quo nya (Occurs when there is an
overwhelming sense of the loss of the status quo)
5.
Acceptance (Menerima)

THE CHANGE MANAGEMENT PLAN

Kuncinya:
Merencanakan untuk dan mengelola
perubahan serta hubungannya dengan
transisi secara efektif
(To plan for and to manage the change
and its associated transition effectively)

THE CHANGE MANAGEMENT PLAN :

Kaji kemauan,
kesiapan, dan
mampu untuk
berubah

Membangun
atau
mengadopsi
stratgi untuk
berubah

Implementasikan rencana
pengelolaan
perubahan
dan telusuri
kemajuan

Perencanaan pengelolaan perubahan

(Change management plan)
(Marchewska, 2003)

Evaluasi
pengalaman
dan bangun
Belajar dari
pengalaman
(lesson

THE CHANGE MANAGEMENT PLAN :

Assess Willingness, Readiness,

and Ability to Change
Defining the players (stakeholders) involved in the change
will be, their roles, and how they will interact with each other
(Davidson 2002)
Roles in a change initiative:
Sponsor
Change agents
Targets

THE CHANGE MANAGEMENT PLAN :

Assess Willingness, Readiness,

and Ability to Change
Sponsor
Individual / group that has the willingness and power, in
terms of authority and making resources available, to
support the project
Initiating sponsor
Sustaining sponsor
Change agents
Individual / group responsible for making the change
happen in order to achieve the projects goal and objectives
Targets
Individual /group that must change

THE CHANGE MANAGEMENT PLAN :

Assess Willingness, Readiness,

and Ability to Change
The assessment includes:
1. Clarifying the real impacts of the change.
2. Understanding the breadth of change
3. Defining whats over and whats not
4. Determining whether the rules for success has changed

People become confused and disoriented when the rules

for success change or are no longer clearly defined

THE CHANGE MANAGEMENT PLAN :

Assess Willingness, Readiness,

and Ability to Change
Leavitts Model:

PEOPLE

STRUCTURE

TECHNOLOGY

TASK

Change in people, technology, task, or organizational

structure can influence the other areas

THE CHANGE MANAGEMENT PLAN :

Develop or Adopt a Strategy for Change

4 Approaches to change management:
1. Rational-empirical approach
2. Normative-reeducation approach
3. Power-coercive approach
4. Environmental-adaptive approach

THE CHANGE MANAGEMENT PLAN :

Develop or Adopt a Strategy for Change

Rational-Empirical Approach
People will
follow their own
interest

People follow predictable

patterns of behavior

WIIFM= whats in it for me

A change agent must be persuasive in convincing,
explaining, and demonstrating how a particular change will
benefit a particular target of change
Information should be:
Consistent (throughout the organization)
Accurate & timely (to avoid gossip, etc)

THE CHANGE MANAGEMENT PLAN :

Develop or Adopt a Strategy for Change

Normative-Reeducation Approach
Idea (Kurt Lewin): People are social beings and that human
behavior can be changed by changing the social norms of a
group
Focus on group culture components (core values, beliefs,
established relationship)
Difficult
Time consuming (activity: study existing values & beliefs
unfreezing the existing values )
Helping people redefines their existing social norms into a
new set that support the change effort.

THE CHANGE MANAGEMENT PLAN :

Develop or Adopt a Strategy for Change

Power Coercive Approach
To gain compliance from the change target through the
exercise of: power, authority, rewards, threat of punishment
for non conformance
Deceptively easy and straightforward approach
Risky in the wrong situation

THE CHANGE MANAGEMENT PLAN :

Develop or Adopt a Strategy for Change

Environmental-Adaptive Approach
Premise: Although avoid disruption and loss, people can
still adapt to change
Making the change permanently by abolishing the old ways
and instituting the new structure as soon as possible
People come to a point of no return (installing new s/w
during the week-end)

THE CHANGE MANAGEMENT PLAN :

Implement the Change Management

Plan and Track Progress
Implement the plan
Use various project tools for tracking progress
Make a list of milestones and significant events
Establish effective lines of communication
Project team & project sponsor should create open channel
communication to various groups those be the change
target

THE CHANGE MANAGEMENT PLAN :

Evaluate Experience and

Develop Lessons Learned
Experiences should be documented
Success of the change management should be
documented and made available for other team
Evaluate at the end of the project

DEALING WITH
RESISTANCE AND CONFLICT
Resistance & Conflict :
@ A natural part of change
@ Approaches for dealing with

DEALING WITH RESISTANCE AND CONFLICT :

Resistance
Human nature, and natural part of any change process
The project team and sponsor are the agents / proponents
of change
Resistance should be anticipated from the outset of the
project
PM has to understand what an individual or group
perceives as a loss

DEALING WITH RESISTANCE AND CONFLICT :

Conflict
Conflict arise when people perceive that their interests and
values are challenged or not being met
Although conflict can be positive and help form new ideas
and establish commitment, negative conflict left unresolved
can lead to :
damaged relationships
mistrust
unresolved issues
continued stress
dysfunctional behavior
low productivity and morale
(Davidson 2002)

DEALING WITH RESISTANCE AND CONFLICT :

Conflict
Verma (1998)
The best way to reduce conflict is to confront it
Views of conflict:
Traditional View (1850s mid 1940s)
Conflict leads to poor performance, aggression, and
devastation if left to escalate. It should be eliminated as soon
as possible.
Contemporary View (mid 1940s 1970s)
Conflict is inevitable and natural.
Conflict can be either positive (stimulate ideas and creativity)
or negative
Interactionist View (1970s now)
Conflict is an important and necessary ingredient for
performance

DEALING WITH RESISTANCE AND CONFLICT :

Conflict
Verma (1998)
Conflict within project associated with one or combination of:
goals, objectives, or specifications of the project
administration, management structures, underlying
philosophies
Interpersonal relationships based on work ethics, styles,
ego, personalities

DEALING WITH RESISTANCE AND CONFLICT :

Conflict
Verma (1998); Blake & Mouton (1964):
Approaches for dealing with conflict (could be chosen by PM):
Avoidance
Accommodation
Forcing
Compromise
Collaboration
The choice depends on:
Type of conflict and its relative importance to the project
Time pressure
Position of power of the parties involved
The emphasis: maintaining the goals/objectives or
maintaining relationship

DEALING WITH RESISTANCE AND CONFLICT :

Conflict
Avoidance

Retreating, withdrawing/ignoring conflict.

Apply cooling-off period when emotions and tempers are high.
Accommodation

Used when the goals is more important than the personal

interests.
Tends to work only in a short run
Forcing

Results in win-lose situation.

Used when no common ground exist; you sure you are right,
an emergency situation exist, time is of the essence

DEALING WITH RESISTANCE AND CONFLICT :

Conflict
Compromise
Used when complex problems should be solved in a short
time and when the risks and rewards are moderately high
Collaboration
Used when the risks and the benefits are high. The focus is
learning from others and gaining commitment, trust, respect,
and confidence from various party involved

DEALING WITH RESISTANCE AND CONFLICT :

Advise to Handle Conflict

1

Look inward

Collaborate

Set the stage for dialog

Use the right tools

Listen carefully

10 Be forgiving

Speak carefully

11 Dont surrender

Dig deeper

12 Look outward

Dont get personal

13 Search for completion

Think creatively

Kenneth Cloke
& Joan Goldsmith

DEALING WITH RESISTANCE AND CONFLICT :

Polarity Management
Provides a collaborative approach for dealing with
resistance and conflict
Crusaders and Tradition Bearers work together to develop
a polarity map
Polarity Map defines the upsides and downsides of each
pole that C & TB advocate
C & TB work together to develop a solution for maintaining
the upsides of each poles while minimizing the down sides

DEALING WITH RESISTANCE AND CONFLICT :

Polarity Management

Upsides

Downsides

TB+

C+

C-

TB-

Current
situation

Future
situation

C & TB work together to develop a solution for maintaining

the upsides of each poles while minimizing the down sides