MANAJEMEN PERUBAHAN:

Pengalaman Fakultas Kedokteran

IRAWAN YUSUF
Fakultas Kedokteran
Universitas Hasanuddin
 PENDAHULUAN
MENGAPA BERUBAH????
 Perubahan kebutuhan masyarakat
 Kompetisi yang semakin ketat
 Globalisasi
 Perubahan kebijakan pemerintah (UU
Sisdiknas, BHP, quality-assurance)
 Kemajuan teknologi komunikasi dan
informasi
 PENDAHULUAN
 GOOD UNIVERSITY TEACH, GREAT
UNIVERSITY TRANSFORM:
 Knowledge to product
 Human resource to human capital

 Imagination to reality

 GOOD UNIVERSITY PRODUCE

GRADUATES, GREAT UNIVERSITY
PRODUCE LEADERS
Sulit berubah
 better

PRESENT upper FUTURE

PAST
“GAP”
lower

harmfull

The DELTA GAP’s Theory of CHANGE

Ikaputra et.al, Unistaff summer school Unisattt Training, 2005
 MANAJEMEN PERUBAHAN
PROSES PERUBAHAN

MASA
KONDISI
TRANSISI
SAAT INI KONDISI
YANG DIHARAPKAN

• Low stability
Established equilibrium
that continues • High emotional stress
indefinitely until
• High (often undirected) energy
something disrupts it • NEW VISION
• Control becomes major issue
• Past patterns of behavior become
Stability
highly valued
• Conflict increases
Feeling of security
 MANAJEMEN PERUBAHAN & TRANSISI
(WORKING ON THE GAP)
1. EXPLORING
Involving people as many as
possible to have :
• Sharing vision
• Agreed upon SWOT feeling
2. SYSTEMIZING the Process:
• Keep people connected to the
change process
• 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
 RESISTENSI TERHADAP
PERUBAHAN
 Mengapa resisten terhadap perubahan?
 Selfinterest
 Psychological impact

 Redistributive factor

 Destabilisation effect

 Culture incompatibility
 RESISTENSI TERHADAP
PERUBAHAN

 Bagaimana sikap resisten terhadap

perubahan?
 Status quo
 Filtering of information

 Maladaptive defence mechanisms

 Negative personal construct

 I WANT (+) I DON’T WANT (-)

POWERFUL
I GET (+) MAN VICTIM

SUCCESSFUL
I DON’T GET (-) LOOSER 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
 Tekanan x Visi x Rencana Transisi
Perubahan = >1
Resistensi
Mempersiapkan perubahan….
S hared vision
U nderstand the organization
C ultural alignment
C ommunication
E xperienced help where necessary
S trong leadership
S takeholder involvement
 PENDEKATAN UNTUK
MENGATASI RESISTENSI
 Systemic Approach
 Top-down
 Bottom-up

 Transformational intelligence Approach

 Motivational intelligence (MQ)
 Process intelligence (PQ)

 Relational intelligence

 Creative intelligence
 Systemic Approach

TOP DOWN

TECHNOLOGICAL
ORGANISATION

STRUCTURAL

POLITICAL

SOCIAL
DEPARTMENT

INDIVIDUAL

BOTTOM UP
TRANSFORMATIONAL INTELLIGENCE APPROACH

CQ CQ
RQ PQ

MQ

CQ
Methods for dealing with resistance to change
Approach Commonly used Advantages Drawbacks
in situation

Education Where there is a Once persuaded, Can be very time-

+communication lack of people will often consuming if
information or help with the lots of people
inaccurate implementation are involved.
information and of the change.
analysis

Participation + Where the initiatiors People who participate Can be very time-
does not have all will be committed to consuming if
involvement
the information implementing change, participators
and any relevant
they need to design an
information they
design the change, have will be inappropriate
and where others integrated into the changes
have considerable change plan.
power to resist.
Methods for dealing with resistance to change`(Con.)

Approach Commonly used Advantages Drawbacks

in situation
Facilitation + Where people are No other approach Can be time
support resisting because works as well with consuming,
of adjustment adjustment problems expensive and still
problems. fail.

Negotiation + Where someone Sometimes it is a Can be too

agreement or some group relatively easy way to expensive in many
will clearly lose avoid major cases if alerts
out in a change resistance. others to negotiate
and where that for compliance.
group that has
considerable
power to resist.
 PENGALAMAN YANG DAPAT
DIPETIK
 Change is learning, and learning is change
 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
 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
 PENGALAMAN YANG DAPAT
DIPETIK
 The change process is cyclical, not linear
 Change does not just happen – it must be lead
 Change is a mix of external forces and
individual action
 We must look outside as well as inside for viable
change ideas and solutions.
THANK YOU