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MANAJ EMEN PERUBAHAN: Pengalaman Fakultas Kedokteran
MANAJ EMEN PERUBAHAN: Pengalaman Fakultas Kedokteran
IRAWAN YUSUFFakultasKedokteranUniversitasHasanuddin
IRAWAN YUSUFFakultasKedokteranUniversitasHasanuddin
PENDAHULUANPENDAHULUAN
MENGAPA MENGAPA BERUBAH????BERUBAH????
Perubahan kebutuhan masyarakatPerubahan kebutuhan masyarakat Kompetisi yang semakin ketatKompetisi yang semakin ketat GlobalisasiGlobalisasi Perubahan kebijakan pemerintah Perubahan kebijakan pemerintah
(UU Sisdiknas, BHP, quality-(UU Sisdiknas, BHP, quality-assurance)assurance)
Kemajuan teknologi komunikasi dan Kemajuan teknologi komunikasi dan informasi informasi
PENDAHULUANPENDAHULUAN
GOOD UNIVERSITY TEACH, GOOD UNIVERSITY TEACH, GREAT UNIVERSITY TRANSFORM:GREAT UNIVERSITY TRANSFORM: Knowledge to productKnowledge to product Human resource to human capitalHuman resource to human capital Imagination to realityImagination to reality
GOOD UNIVERSITY PRODUCE GOOD UNIVERSITY PRODUCE GRADUATES, GREAT UNIVERSITY GRADUATES, GREAT UNIVERSITY PRODUCE LEADERSPRODUCE LEADERS
Changing is a natural process
Sulit berubah
Tidak nyaman
Focusing on goals
Assessing objectives
Expressing principles
Identifying gaps
Assessing culture
FUTUREFUTUREPRESENTPRESENTPRESENTPRESENTPASTPAST
COMMITMENT
COMMITMENT
““GAP”GAP”““GAP”GAP”RESISTANCE
RESISTANCE
betterbetterbetterbetter
harmfullharmfullharmfullharmfull
The The DELTADELTA GAP’s Theory of CHANGE GAP’s Theory of CHANGEIkaputra et.al, Unistaff summer school Unisattt Training, 2005Ikaputra et.al, Unistaff summer school Unisattt Training, 2005
upperupperupperupper
lowerlowerlowerlower
MANAJEMEN MANAJEMEN PERUBAHANPERUBAHAN
PROSES PERUBAHANPROSES PERUBAHAN
KONDISISAAT INI
MASA TRANSISI KONDISI
YANG DIHARAPKAN
Established equilibrium that continues
indefinitely until something disrupts it
Stability
Feeling of security
• Low stability
• High emotional stress
• High (often undirected) energy
• Control becomes major issue
• Past patterns of behavior become
highly valued
• Conflict increases
• NEW VISION
MANAJEMEN PERUBAHAN & TRANSISIMANAJEMEN PERUBAHAN & TRANSISI(WORKING ON THE GAP)(WORKING ON THE GAP)
1. EXPLORING 1. EXPLORING Involving people as many Involving people as many
as possible to have : as possible to have : • Sharing vision Sharing vision • Agreed upon SWOT Agreed upon SWOT
feelingfeeling
2. SYSTEMIZING the 2. SYSTEMIZING the ProcessProcess::
• Keep people connected to Keep people connected to the change process the change process
• To create a space to To create a space to express the positive and express the positive and negativenegative
3. VENTURING3. VENTURING• Analizing the gapAnalizing the gap• Anticipating resistance and Anticipating resistance and
gaining the commitmentgaining the commitment• Providing opportunities for Providing opportunities for
innovation and creativityinnovation and creativityPilot and implementationPilot and implementation
4. INTEGRATING4. INTEGRATING• Evaluate the changing Evaluate the changing
processprocess• Expand successful processExpand successful process• Review the pilot and Review the pilot and
implementationimplementation• Institutionalized the Institutionalized the
approachapproach
RESISTENSI TERHADAP RESISTENSI TERHADAP PERUBAHANPERUBAHAN
Mengapa resisten terhadap Mengapa resisten terhadap perubahan?perubahan? Self interestSelf interest Psychological impactPsychological impact Redistributive factorRedistributive factor Destabilisation effectDestabilisation effect Culture incompatibilityCulture incompatibility
RESISTENSI TERHADAP RESISTENSI TERHADAP PERUBAHANPERUBAHAN
Bagaimana sikap resisten Bagaimana sikap resisten terhadap perubahan?terhadap perubahan? Status quoStatus quo Filtering of informationFiltering of information Maladaptive defence mechanismsMaladaptive defence mechanisms Negative personal constructNegative personal construct
I WANT (+) I DON’T WANT (-)
I GET (+)
I DON’T GET (-)
POWERFUL MAN VICTIM
LOOSERSUCCESSFUL
RESISTER
Resistance is a self-regulating mechanism which• Keeps us from getting hurt• Keeps us from doing things not in our best interest• Keeps us from taking on too much
RESISTENSI MERUPAKAN ASET ORGANISASI
Resistensi menunjukkan komitmen
Resistensi menyediakan informasi baru
Resistensi menghasilkan enerji
Resistensi menimbulkan rasa aman organisasi
Perubahan =
> 1Tekanan x Visi x Rencana Transisi
Resistensi
Mempersiapkan perubahan….
S U nderstand the organization
C C E xperienced help where necessary
S S takeholder involvement
hared vision
ultural alignment
ommunication
trong leadership
PENDEKATAN UNTUK PENDEKATAN UNTUK MENGATASI RESISTENSIMENGATASI RESISTENSI
Systemic ApproachSystemic Approach Top-downTop-down Bottom-upBottom-up
Transformational intelligence Transformational intelligence ApproachApproach Motivational intelligence (MQ)Motivational intelligence (MQ) Process intelligence (PQ)Process intelligence (PQ) Relational intelligenceRelational intelligence Creative intelligenceCreative intelligence
ORGANISATION
DEPARTMENT
INDIVIDUAL
ST
RU
CT
UR
AL
TE
CH
NO
LO
GIC
AL
PO
LIT
ICA
L
SO
CIA
L
BOTTOM UP
TOP DOWN
Systemic ApproachSystemic Approach
CQ
CQ CQ
MQ
RQ PQ
TRANSFORMATIONAL INTELLIGENCE TRANSFORMATIONAL INTELLIGENCE APPROACHAPPROACH
Methods for dealing with resistance to change
Approach Commonly used in situation
Advantages Drawbacks
Education+communicati
on
Where there is a lack of information or inaccurate information and analysis
Once persuaded, people will often help with the implementation of the change.
Can be very time-consuming if lots of people are involved.
Participation + involvement
Where the initiatiors does not have all the information they need to design the change, and where others have considerable power to resist.
People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan.
Can be very time-consuming if participators design an inappropriate changes
Facilitation + Facilitation + support support
Where people Where people are resisting are resisting because of because of adjustment adjustment problemsproblems..
No other No other approach works approach works as well with as well with adjustment adjustment problemsproblems
Can be time Can be time consuming, consuming, expensive and expensive and still fail. still fail.
Negotiation + Negotiation + agreementagreement
Where Where someone or someone or some group some group will clearly will clearly lose out in a lose out in a change and change and where that where that group that group that has has considerable considerable power to power to resist. resist.
Sometimes it is Sometimes it is a relatively easy a relatively easy way to avoid way to avoid major major resistance.resistance.
Can be too Can be too expensive in expensive in many cases if many cases if alerts others alerts others to negotiate to negotiate for for compliance.compliance.
Methods for dealing with resistance to change`(Con.)Methods for dealing with resistance to change`(Con.)
Approach Approach Commonly used Commonly used in situation in situation
Advantages Advantages Drawbacks Drawbacks
PENGALAMAN YANG PENGALAMAN YANG DAPAT DIPETIKDAPAT DIPETIK
Change is learning, and learning is changeChange is learning, and learning is change Individual learning and organizational Individual learning and organizational
learning are inextricably linklearning are inextricably link There are far more options for There are far more options for
improvement or innovation than there is improvement or innovation than there is time or resources to address themtime or resources to address them
Change is not an event but is a complex Change is not an event but is a complex and subjective learning/unlearning process and subjective learning/unlearning process for all concernedfor all concerned
The most successful changes are the result The most successful changes are the result of team effortof team effort
PENGALAMAN YANG PENGALAMAN YANG DAPAT DIPETIKDAPAT DIPETIK
The change process is cyclical, not The change process is cyclical, not linearlinear
Change does not just happen – it must Change does not just happen – it must be leadbe lead
Change is a mix of external forces and Change is a mix of external forces and individual actionindividual action
We must look outside as well as inside We must look outside as well as inside for viable change ideas and solutions.for viable change ideas and solutions.
THANK YOUTHANK YOU