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CHANGE
MANAGEMENT
Training
Psychology and Principles o
CHANGE
Bandung, 28 - 30 Oktober 2009 By : Kanaidi, SE., M.Si

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PSYCHOLOGY OF CHANGE

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A Soccer Match Without Rules

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The DELTA GAP’s Theory of CHANGE
Ikaputra et.al, Unistaff summer school Unisattt Training, 2005

7. Click Psychology of Change
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 We experience changes physically, mentally and
emotionally
 Usually it is subtle and slow but it can be sudden
– disrupting our work, dislocating our
relationships or ruining our leisure time.
 Sometimes we can discern a pattern, sometimes
not
 Sometimes we can explain it, sometimes not
 Changes involves the familiar; sometimes the
unknown. Many of us prefer what is familiar
 Rather than seek change, we continue to live with
our old familiar feelings (patterns and routines)

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Like ly re actions from the individual
facing with change
Acce ptan ce
Acceptance Adopt Evaluate
Schock Denial changes impact
Announcement Anger Confusion Testing Cooperation Enthousiasm/
Deception
Anno unc eme nt imple men tati on

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Likely Reaction (OF GROUPS OF PEOPLE) TO CHANGE
Yes
Have PRO-ACTIVE CHANGE
RESISTORS
necessary AGENTS
attitude and
BYSTANDERS
skills for
proposed DEFENSIVE
CHANGE
change AGENTS
RESISTORS
IN
No WAITING
Actively Neutral Strongly
Against Supportive
Commitment to Proposed Change

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Likely Phases in an Organsation Under Change
THE CHANGE HOUSE
THE THE
CONTENTMENT RENEWAL
THE
SUN ROOM ROOM
LOUNGE
THE THE
DENIAL CONFUSION WRONG
ROOM ROOM DIRECTION
DOOR
DUNGEON PARALYSIS
OF DENIAL PIT

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CHANGE HOUSE : ROOM OF DENIAL
Say Act
“It’s nothing to do with us” Defend the past
“It won’t happen here” Justify the present
“Nobody else can do what Blame everybody else
we do”
Miss the message
“If it isn’t broke don’t fix it”

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CHANGE HOUSE : ROOM OF CONFUSION
Say Act
“We can’t do anything, it’s all been Frustration
decided”
Withdrawal
“I’m looking for another job”
Blaming management
“The management don’t care,
they’ll just move on” No sense of direction
“What can we do?”

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CHANGE HOUSE : ROOM OF RENEWAL
Say Act
“We have to keep improving - Understand and work to targets
work smarter not harder”
Accept responsibility
“We’re all part of the same
team” Know what we are trying to
achieve
“Yes, we can do it”
Seek continuous improvement

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WHY CHANGE?: Theories of change
• Economic theory of change: competition, markets and
innovation
• Psychological theory of change: fullfilment of individual
needs
• Sociological theory of change: powerful groups
• Cultural theory of change: values, myths, beliefs
• Biology theory of change: survival of the species / planet
• System theory of change: crisis necessitates change
• Political theory of change: opportunities for new politics

15. DRIVERS TO Master title style
Click to edit CHANGE
Acts of
Nature/God
New
Regulations New
Technology
Personal fate/
Revised health
budgeting Time for a
Change
New Leadership
Competition /
Competing programs
Changing
Values /
Needs
Institutional Economics
reform Growth/Decline

16. DRIVERS TO CHANGE
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IN THE MOBILITY COVENANT
CASE IN FLANDERS
• New minister
• Competing political
program from Green
Party
• Changing values and
needs re sustainable
mobility
• Personal health : high
number of fatalities in
road accidents
• Cooperation and
partnerships
• Institutional reform

17. DRIVERS TO CHANGE IN
Click toTHE KOSOVO CASE style
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• Post war recovery
• Economic
development
• Status for Kosovo
• Self -government
• European Vocation

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TRIGGERS FOR CHANGE
Create a Sense of
Produce more Urgency for change Leadership
change and Coalition
of Partners
Create a Vision
Evaluate, and Strategy
consolidate Lead and
and communicate
institutionaliz
e new change
approaches Empower staff and
stakeholders to act
on the vision
Implement new Ensure Resources for
instruments short term projects
and demonstrative and wins
projects

19. TRIGGERS FOR CHANGE
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IN THE MOBILITY COVENANT
CASE IN FLANDERS
• New regulation and
procedures: the mobility
covenant
• Ensured resources for
demonstrative projects
• Continued committed
leadership and strong
coalition of partners
• Taskforce to steer and
evaluate progress
• Consolidation and
institutionalisation of
system
• Affected new programs

20. TRIGGERS FOR CHANGE
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IN THE Master title
• European Partnership
Action Plan
• Priority Actions
• Capacity Building
projects
• Additional Resources
• Monitoring Progress

21. ClickTRIGGERS FOR CHANGE
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– Trigger 1: Create a common sense of
urgency
• Identify and discuss anticipation to potential crises or
looming crises, or major opportunities for change on
objective and on emotional grounds
• Examine market and competitive realities
• Formulate the “why to change”
• Refer to leading and peer scientific research /
models / best practice

22. ClickTRIGGERS FOR CHANGE
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– Trigger 2: Form a Powerful
Leadership & Coalition of Partners
• Assemble a group with enough and potential power to
lead the change effort
• Encourage the group to work together as a team
• Seek strategic partners outside your organisation

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– Trigger 3: Create a Vision and
Strategy
• Create a vision to help direct the change effort
• Develop strategies for achieving that vision
• Define demonstrative actions

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– Trigger 4 : Empower staff and
stakeholders to act on the Vision
• Change systems, structures that seriously undermine
the vision
• Encourage risk taking and non-traditional ideas,
activities and actions
• Get rid of obstacles and routines that adverse change
• Facilitate new behaviours by the example of the
guiding coalition and example

25. ClickTRIGGERS FOR CHANGE
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– Trigger 5 : Ensure resources for
Short-term Projects and Wins
• Ensure budgets and human resources for
demonstrative and innovative projects that have
proven to be successful in other countries
• Ensure budgets and committed staff to initiate risk
projects
• Hire and promote employees who can implement the
vision.(in case you don’t find them within your
organisation, hire expertise for change from outside)

26. Click TRIGGERS FOR CHANGE
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– Trigger 6 : Implement Demonstrative
Projects and Instruments
• Plan for publicly visible improvements
• Facilitate and create those improvements and projects
• Encourage demonstrative projects
• Recognise and reward employees involved in the
improvements

27. ClickTRIGGERS FOR CHANGE
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– Trigger 7 : Evaluate, Consolidate and
Institutionalise New Approaches,
Produce More Change
• Use your increased credibility to change policies,
structures and routines that don’t fit the vision
• Reinvigorate the process with new projects, themes
and change agents
• Articulate the connections between the new
behaviours and corporate success

28. Click TRIGGERS FOR CHANGE
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– Trigger 8 : Lead and
communicate the change
process
• Use every vehicle possible to
communicate the new vision
Have
Yes
PRO-ACTIVE CHANGE
and strategies
necessary
attitude and
RESISTORS AGENTS
• Your change agents and change
skills for
proposed
BYSTANDERS
CHANGE
agents in waiting are the
change
DEFENSIVE
RESISTORS
AGENTS
IN
people you rely on
• Mixed approach to the
No WAITING
Actively Neutral Strongly hesitating and the pro-active
resistors.
Against Supportive
Commitment to Proposed Change
• The group of the defensive
resistors should not be targeted

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CHANGE
MANAGEMENT
Training
Bandung, 28 - 30 Oktober 2009 By : Kanaidi, SE., M.Si

30. Click to edit Master title style
7 Principles of Change

31. 7 Principles of Change
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7

32. Principle 1 :
Click to Senders and receivers
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Every change can be viewed from the perspective of a
sender and a receiver.
• A sender is anyone providing information about the
change.
• A receiver is anyone being given information about
the change.
Senders and receivers are often not in a dialogue
at the onset of a change. They often talk right past
one another. What a sender says and what a receiver
hears are often two very different messages.

33. Principle 2 : Resistance
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and comfort style
The natural and normal reaction to change is
resistance.
Every individual has a threshold for how much change
they can absorb based on:
• Their personal history
• Current events in their life
• Current changes at work
• How much other change is going on
Moreover, some employees will resist the change no matter
what.

34. Principle 3 :
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Authority for change
• The number one success factor cited for
implementing change is visible and active
executive sponsorship
• Moreover, the credibility of the leading
sponsor for change will be judged by
employees.
• As a change leader, you need to be aware that
effective sponsorship at the right level may
determine success or failure of the project.

35. Click to edit4Master systems
Principle : Value title style
A new culture evolved in many of today's businesses.
Employees:
• Take ownership and responsibility for their work
• Have pride in workmanship and look to improve their
work processes
• Feel empowered to make decisions that improve
their product and the level of customer service
• Focus on results

36. Principle 5 : Incremental
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versus
Master title
Change management activities should be scaled
based on the type and size of the change.
Change can be broken down into two types :
• Incremental change
• Radical change

37. Principle 6 : The right answer
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is title style
• In fact, a good solution design does not mean that
implementation will always be successful or that
you will actually realize the business results you
expect.
• Effective change management programs will engage
employees early in the process, focus on results and
effectively integrate employee feedback into the
business solution.

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Principle 7 Change is a process
The ADKAR change management model (The Perfect
Change), characterizes the process for individual change
in five key steps:
• Awareness of the need to change
• Desire to participate and support the change
• Knowledge about how to change
• Ability to implement new skills and behaviors
• Reinforcement to keep the change in place
The concept of change as a process generates multiple
lessons for change management teams. Managers must
avoid treating changes as a single meeting or
announcement.