2. PENDAHULUAN MENGAPA BERUBAH???? Perubahan kebutuhan masyarakat Perubahan kebutuhan masyarakat Kompetisi yang semakin ketat Kompetisi yang semakin ketat Globalisasi Globalisasi Perubahan kebijakan pemerintah (UU Sisdiknas, BHP, quality-assurance) Perubahan kebijakan pemerintah (UU Sisdiknas, BHP, quality-assurance) Kemajuan teknologi komunikasi dan informasi Kemajuan teknologi komunikasi dan informasi

3. PENDAHULUAN GOOD UNIVERSITY TEACH, GREAT UNIVERSITY TRANSFORM: GOOD UNIVERSITY TEACH, GREAT UNIVERSITY TRANSFORM: Knowledge to product Knowledge to product Human resource to human capital Human resource to human capital Imagination to reality Imagination to reality GOOD UNIVERSITY PRODUCE GRADUATES, GREAT UNIVERSITY PRODUCE LEADERS GOOD UNIVERSITY PRODUCE GRADUATES, GREAT UNIVERSITY PRODUCE LEADERS

4. Changing is a natural process Sulit berubah Tidak nyaman Focusing on goals Assessing objectives Expressing principles Identifying gaps Assessing culture

5. FUTURE PRESENTPRESENT PAST COMMITMENT “GAP”“GAP” RESISTANCE betterbetter harmfullharmfull The DELTA GAP’s Theory of CHANGE Ikaputra et.al, Unistaff summer school Unisattt Training, 2005 upperupper lowerlower

7. MANAJEMEN PERUBAHAN PROSES PERUBAHAN KONDISI SAAT 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

8. MANAJEMEN PERUBAHAN & TRANSISI (WORKING ON THE GAP) 1. EXPLORING Involving people as many as possible to have : Involving people as many as possible to have : Sharing vision Sharing vision Agreed upon SWOT feeling Agreed upon SWOT feeling 2. SYSTEMIZING the Process: Keep people connected to the change process Keep people connected to the change process To create a space to express the positive and negative To create a space to express the positive and negative 3. VENTURING Analizing the gap Anticipating resistance and gaining the commitment Providing opportunities for innovation and creativity Pilot and implementation 4. INTEGRATING Evaluate the changing process Expand successful process Review the pilot and implementation Institutionalized the approach

9. RESISTENSI TERHADAP PERUBAHAN Mengapa resisten terhadap perubahan? Mengapa resisten terhadap perubahan? Self interest Self interest Psychological impact Psychological impact Redistributive factor Redistributive factor Destabilisation effect Destabilisation effect Culture incompatibility Culture incompatibility

10. RESISTENSI TERHADAP PERUBAHAN Bagaimana sikap resisten terhadap perubahan? Bagaimana sikap resisten terhadap perubahan? Status quo Status quo Filtering of information Filtering of information Maladaptive defence mechanisms Maladaptive defence mechanisms Negative personal construct Negative personal construct

11. I WANT (+)I DON’T WANT (-) I GET (+) I DON’T GET (-) POWERFUL MAN VICTIM LOOSER SUCCESSFUL 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

12. RESISTENSI MERUPAKAN ASET ORGANISASI Resistensi menunjukkan komitmen Resistensi menyediakan informasi baru Resistensi menghasilkan enerji Resistensi menimbulkan rasa aman organisasi

13. Perubahan = > 1 Tekanan x Visi x Rencana Transisi Resistensi

15. Mempersiapkan perubahan…. S U nderstand the organization C E xperienced help where necessary S S takeholder involvement hared vision ultural alignment ommunication trong leadership

16. PENDEKATAN UNTUK MENGATASI RESISTENSI Systemic Approach Systemic Approach Top-down Top-down Bottom-up Bottom-up Transformational intelligence Approach Transformational intelligence Approach Motivational intelligence (MQ) Motivational intelligence (MQ) Process intelligence (PQ) Process intelligence (PQ) Relational intelligence Relational intelligence Creative intelligence Creative intelligence

17. ORGANISATION DEPARTMENT INDIVIDUAL STRUCTURAL TECHNOLOGICAL POLITICAL SOCIAL BOTTOM UP TOP DOWN Systemic Approach

18. CQ MQ RQPQ TRANSFORMATIONAL INTELLIGENCE APPROACH

19. Methods for dealing with resistance to change ApproachCommonly used in situation AdvantagesDrawbacks Education + communication 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

20. Facilitation + support Where people are resisting because of adjustment problems. No other approach works as well with adjustment problems Can be time consuming, expensive and still fail. Negotiation + agreement Where someone or some group will clearly lose out in a change and where that group that has considerable power to resist. Sometimes it is a relatively easy way to avoid major resistance. Can be too expensive in many cases if alerts others to negotiate for compliance. Methods for dealing with resistance to change`(Con.) Approach Commonly used in situation AdvantagesDrawbacks

21. PENGALAMAN YANG DAPAT DIPETIK Change is learning, and learning is change Change is learning, and learning is change Individual learning and organizational learning are inextricably link Individual learning and organizational learning are inextricably link There are far more options for improvement or innovation than there is time or resources to address them There are far more options for improvement or innovation than there is time or resources to address them Change is not an event but is a complex and subjective learning/unlearning process for all concerned Change is not an event but is a complex and subjective learning/unlearning process for all concerned The most successful changes are the result of team effort The most successful changes are the result of team effort

22. PENGALAMAN YANG DAPAT DIPETIK The change process is cyclical, not linear The change process is cyclical, not linear Change does not just happen – it must be lead Change does not just happen – it must be lead Change is a mix of external forces and individual action Change is a mix of external forces and individual action We must look outside as well as inside for viable change ideas and solutions. We must look outside as well as inside for viable change ideas and solutions.

23. THANK YOU