CHANGE MANAGEMENT

CHANGE MANAGEMENTGartner 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 CHANGEFokus:Bagaimana perubahan membawa dampak bagi individu? Bagaimana perubahan membawa dampak bagi organisasi? Sumber Perubahan:KejadianGlobalKejadianLokalOrganisasiHubungan Pribadi (Personal)Keputusan Pribadi (Personal)

THE NATURE OF CHANGE: The Impact of ChangeJeanie 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 ChangeDaryl 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 ProcessForce 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 perubahanKekuatan menentang/bersiketegang: hambatan untuk perubahan

THE NATURE OF CHANGE: Change as a ProcessChange process (Marchewska, based on Kurt Lewin model)

Keadaan kiniKeadaan TransisiKeadaanYang diinginkanTanggung jawabKL: unfreezing(pencairan)PerubahanRefreezing(Pembekuan kembali)DrivingforcesResistingforcesModel ini menyarankan bahwa dimulai dengan start, maka suatu perubahan berakhir pada keadaan masa kini.

THE NATURE OF CHANGE: Change as a ProcessNeutral 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)Denial (Penolakan)Anger (Marah)Menyalahkan orang lain, pada siapapun yang bertanggung jawab untuk menciptakan perubahan (To blame whoever is responsible for creating the change)Bargaining (Tawar Menawar) Bekerjasama, mencoba untuk membuat kesepakatan agar dapat menghindari perubahan (Cooperative, try to make deals in order to avoid the change)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)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 changeand its associated transition effectively)

THE CHANGE MANAGEMENT PLAN :

Kaji kemauan, kesiapan, dan mampu untukberubah Membangun atau mengadopsi stratgi untuk berubahImplementasi-kan rencana pengelolaan perubahan dan telusuri kemajuanEvaluasi pengalaman dan bangunBelajar dari pengalaman(lesson learned)Perencanaan pengelolaan perubahan(Change management plan)(Marchewska, 2003)

THE CHANGE MANAGEMENT PLAN : Assess Willingness, Readiness, and Ability to ChangeDefining 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:SponsorChange agentsTargets

SponsorIndividual / group that has the willingness and power, in terms of authority and making resources available, to support the projectInitiating sponsorSustaining sponsorChange agentsIndividual / group responsible for making the change happen in order to achieve the projects goal and objectivesTargetsIndividual /group that must changeTHE CHANGE MANAGEMENT PLAN : Assess Willingness, Readiness, and Ability to Change

The assessment includes:Clarifying the real impacts of the change.Understanding the breadth of changeDefining whats over and whats notDetermining whether the rules for success has changed

People become confused and disoriented when the rules for success change or are no longer clearly definedTHE CHANGE MANAGEMENT PLAN : Assess Willingness, Readiness, and Ability to Change

Leavitts Model:

THE CHANGE MANAGEMENT PLAN : Assess Willingness, Readiness, and Ability to ChangeTECHNOLOGYPEOPLETASKSTRUCTUREChange in people, technology, task, or organizational structure can influence the other areas

THE CHANGE MANAGEMENT PLAN : Develop or Adopt a Strategy for Change4 Approaches to change management:Rational-empirical approachNormative-reeducation approachPower-coercive approachEnvironmental-adaptive approach

THE CHANGE MANAGEMENT PLAN : Develop or Adopt a Strategy for ChangeRational-Empirical ApproachPeople will follow their own interestPeople follow predictable patterns of behaviorWIIFM= whats in it for meA change agent must be persuasive in convincing, explaining, and demonstrating how a particular change will benefit a particular target of changeInformation should be:Consistent (throughout the organization)Accurate & timely (to avoid gossip, etc)

THE CHANGE MANAGEMENT PLAN : Develop or Adopt a Strategy for ChangeNormative-Reeducation ApproachIdea (Kurt Lewin): People are social beings and that human behavior can be changed by changing the social norms of a groupFocus on group culture components (core values, beliefs, established relationship)DifficultTime 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 ChangePower Coercive ApproachTo gain compliance from the change target through the exercise of: power, authority, rewards, threat of punishment for non conformanceDeceptively easy and straightforward approachRisky in the wrong situation

THE CHANGE MANAGEMENT PLAN : Develop or Adopt a Strategy for ChangeEnvironmental-Adaptive ApproachPremise: Although avoid disruption and loss, people can still adapt to changeMaking the change permanently by abolishing the old ways and instituting the new structure as soon as possiblePeople 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 ProgressImplement the planUse various project tools for tracking progressMake a list of milestones and significant eventsEstablish effective lines of communicationProject team & project sponsor should create open channel communication to various groups those be the change target

THE CHANGE MANAGEMENT PLAN : Evaluate Experience andDevelop Lessons LearnedExperiences should be documentedSuccess of the change management should be documented and made available for other team Evaluate at the end of the project

DEALING WITHRESISTANCE AND CONFLICT

Resistance & Conflict :

@ A natural part of change@ Approaches for dealing with

DEALING WITH RESISTANCE AND CONFLICT : ResistanceHuman nature, and natural part of any change processThe project team and sponsor are the agents / proponents of changeResistance should be anticipated from the outset of the projectPM has to understand what an individual or group perceives as a loss

DEALING WITH RESISTANCE AND CONFLICT : ConflictConflict arise when people perceive that their interests and values are challenged or not being metAlthough conflict can be positive and help form new ideas and establish commitment, negative conflict left unresolved can lead to :damaged relationshipsmistrustunresolved issuescontinued stressdysfunctional behaviorlow productivity and morale(Davidson 2002)

DEALING WITH RESISTANCE AND CONFLICT : ConflictVerma (1998)The best way to reduce conflict is to confront itViews 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 : ConflictVerma (1998)Conflict within project associated with one or combination of:goals, objectives, or specifications of the projectadministration, management structures, underlying philosophiesInterpersonal relationships based on work ethics, styles, ego, personalities

DEALING WITH RESISTANCE AND CONFLICT : ConflictVerma (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 projectTime pressurePosition of power of the parties involvedThe emphasis: maintaining the goals/objectives or maintaining relationship

DEALING WITH RESISTANCE AND CONFLICT : ConflictAvoidanceRetreating, withdrawing/ignoring conflict. Apply cooling-off period when emotions and tempers are high.AccommodationUsed when the goals is more important than the personal interests.Tends to work only in a short runForcingResults 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

CompromiseUsed when complex problems should be solved in a short time and when the risks and rewards are moderately highCollaborationUsed 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

1Look inward8Collaborate2Set the stage for dialog9Use the right tools3Listen carefully10Be forgiving4Speak carefully11Dont surrender5Dig deeper12Look outward6Dont get personal13Search for completion7Think creativelyKenneth Cloke & Joan Goldsmith

DEALING WITH RESISTANCE AND CONFLICT : Polarity ManagementProvides a collaborative approach for dealing with resistance and conflictCrusaders and Tradition Bearers work together to develop a polarity mapPolarity Map defines the upsides and downsides of each pole that C & TB advocateC & 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 ManagementC & TB work together to develop a solution for maintaining the upsides of each poles while minimizing the down sides TB+C-TB-C+UpsidesDownsidesCurrent situationFuture situation