Pelatihan Conflict & Stress Management in the Workplace (Kanaidi, SE., M.Si., cSAP)

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Psychology & Principles
of Change
CONFLICT & STRESS MANAGEMENT IN
THE WORKPLACE Training
Bandung, 21 - 23 Juni 2010 By : Kanaidi, SE., M.Si
kana_ati@yahoo.com

PSYCHOLOGY OF CHANGE

Click to edit Master title styleClick to edit Master title styleA Soccer Match Without Rules

Perubahan Adalah
Masalah mind set..

WORKING ON THE GAP
FUTUREPRESENT
PAST
“GAP”
better
harmfull
The DELTA GAP’s Theory of CHANGE
Ikaputra et.al, Unistaff summer school Unisattt Training, 2005
upper
lower

Click to edit Master title styleClick to edit Master title stylePsychology of Change
 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)

Likely reactions from the individual
facing with change
Announcement implementati on
Schock
Anger
Acceptance
TestingConfusion
Denial
Cooperation
Adopt
changes
Enthousiasm/
Deception
Evaluate
impact
Announcement
Acceptance
Psychology of Change

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

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

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

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

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

• 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
WHY CHANGE?: Theories of change

Tim e for a
Change
Revised
budgeting
Institutional
reform
New
Regulations
Economics
Growth/Decline
Competition /
Competing programs
New
Technology
Changing
Values /
Needs
Acts of
Nature/God
New Leadership
Personal fate/
health
DRIVERS TO CHANGE

DRIVERS TO CHANGE
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

DRIVERS TO CHANGE IN
THE KOSOVO CASE
• Post war recovery
• Economic
development
• Status for Kosovo
• Self -government
• European Vocation

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

TRIGGERS FOR CHANGE
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

TRIGGERS FOR CHANGE
IN THE KOSOVO CASE
• European Partnership
Action Plan
• Priority Actions
• Capacity Building
projects
• Additional Resources
• Monitoring Progress

Click to edit Master title styleClick to edit Master title styleTRIGGERS FOR CHANGE
– 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

– 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
TRIGGERS FOR CHANGE

– 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
TRIGGERS FOR CHANGE

– 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
TRIGGERS FOR CHANGE

– 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)

– 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

– 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

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

7 Principles of Change
kana_ati@yahoo.com

7
7 Principles of Change

Principle 1 :
Senders and receivers
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.

Principle 2 : Resistance
and comfort
• 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.
The natural and normal reaction to change is
resistance.
Every individual has a threshold for how much change
they can absorb based on:

Principle 3 :
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.

Click to edit Master title styleClick to edit Master title stylePrinciple 4 : Value systems
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

Principle 5 : Incremental
versus radical change
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

Principle 6 : The right answer
is not enough
• 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.

Click to edit Master title styleClick to edit Master title stylePrinciple 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.

Making Appropriate
Behaviour Changes
kana_ati@yahoo.com

Click to edit Master title styleClick to edit Master title styleSumber Potensi STRES
SUMBER-SUMBER POTENSIAL KONSEKUENSI
1.Faktor Lingkungan:
-ketidakpastian ekonomi
-ketidakpastian politik
-perubahan teknologi
2.Faktor Organisasional :
-Tuntutan tugas
-tuntutan peran
-Tuntutan antarpersonal
3.Faktor Personal :
- Persoalan Keluarga
- Persoalan Ekonomi
- Kepribadian
1.Gejala gejala Psikologis
- Sakit kepala
- Tekanan darah tinggi
- Sakit jantung
2. Gejala gejala Pskologis
- Kecemasan
- depresi
- Menurunnya tingkat kepuasan
kerja
3.Gejala gejala perilaku
- Produktivitas
- Kemangkiran
- Perputaran karyawan
-

Taksonomi PERILAKU MANUSIA
 Perilaku manusia merupakan segala sesuatu
yang diperbuat atau dikerjakan oleh manusia,
yang merupakan kompleks dari gejala-gejala
jiwa.
 Gejala-gejala jiwa manusia :
o Kognetif/Intelektual
o Afektif/Moral
o Konasi (Psikomotorik)/sosial/ketrampilan.
Perubahan Perilaku manusia mencakup ketiga
aspek tersebut.

1. Teori Stimulus Organisme
Perilaku terbentuk sbg respon terhadap
perangsang tertentu oleh karena itu perilaku
dapat berubah jika terdapat perangsang yang
intensitasnya melebihi perangsang
sebelumnya.

2. Teori Festinger (Dissonance Theory)
 Perilaku seseorang dapat berubah jika
pada dirinya terjadi ketidak seimbangan
psikologis.
 Ketidak seimbangan mendorong ybs untuk
kembali ke keadaan seimbang atau tenang
secara psikologis. Dan hal ini bisa dicapai
dengan melakukan perubahan perilaku.
1/29/2015 43

3. Teori Fungsi
Perilaku manusia berhubungan dg kebutuhannya.
Perilaku memiliki fungsi instrumental, artinya
berfungsi untuk memenuhi kebutuhan.
Perilaku berfungsi sbg pertahanan diri dalam
menghadapi lingkungan.
Perilaku berfungsi untuk menyesuaikan diri
terhadap apa yang terjadi.
Perilaku merupakan perwujudan/ekspresi diri .
1/29/2015 44

Click to edit Master title styleClick to edit Master title stylePerubahan Perilaku
Perubahan Perilaku dikelompokkan
menjadi tiga:
• Perubahan Alamiah
• Perubahan Terencana
• Kesediaan untuk Berubah

Click to edit Master title styleClick to edit Master title stylePerubahan alamiah :
Perubahan alamiah Perubahan disebabkan krn
kejadian alamiah. Apabila dlm masyarakat sekitar
terjadi suatu perubahan lingkungan fisik atau sosial
budaya dan ekonomi, maka anggota-anggota
masyarakat didlmnya juga akan mengalami
perubahan.
Perubahan terencana :
Perubahan terencana Perubahan direncanakan
sendiri oleh subjek .

Apabila terjadi suatu inovasi di dlm masyarakat,
maka yg sering terjadi adalah :
• Sebagian orang sangat cepat utk menerima
inovasi atau perubahan tsb,
• Sebagian lagi sangat lambat utk menerima
perubahan tsb.
Hal ini disebabkan setiap orang mempunyai
kesediaan utk berubah yg berbeda-beda.
Kesediaan utk Berubahan :

Try to Avoid STRESS
when you can
• Pikirkan– situasi apa yang
menyebabkan Anda Stres
• Dapatkah Anda mengubah Perilaku
untuk menghindari situasi stres
• Anggap suatu yang biasa saja
• Tingkatkan harga diri dan perilaku
positif
• Belajar untuk cepat beradaptasi
dalam perubahan

LIMA LANGKAH PROSES
PENGELOLAAN DIRI
1. Santai/rilek
2. Kenali emosi anda
3. Kendalikan diri
4. Bersikap sungguh-sungguh
5. Merasa & berpikir positif

The Link between
Good Communication and
Decreased Stress
kana_ati@yahoo.com

Click to edit Master title styleClick to edit Master title styleThe Problems ?
• Ever YOU meet the Problems ?

Click to edit Master title styleClick to edit Master title styleKnowing
Your Sources
and Signs of
Stress
In pairs or small groups:
Turn to the first page of your
Taking Care of Our Courses and
discuss the following questions:
• What are my sources of stress?
• How do I know when I am
experiencing stress?
• What are my stress reactions?

Thought-Behavior-Emotion Cycle

Focus on
what is in your control
Put aside
what is out of your control
• Examples of areas in your
control:
• Your ability to prioritize
work & personal obligations
• Your reactions to events
and people
• Your thoughts
• Focusing on areas in your
control results in:
• Feeling empowered
• Feeling relief
• Examples of areas outside
of your control:
• How people respond to
you
• Other people’s feelings
• Focusing on areas outside of
your control results in:
• Feeling hopeless
• Feeling anxious
• Feeling STRESSED
The Role of Control in Stress Reduction

Our Personal Role in
Stress Reduction
• Recognize that thoughts impact your behavior
and emotions
• “Talk Back” to your unhelpful thoughts
• Focus on what is in your control versus out of
your control
• Keep a flexible and revolving door approach to
the types of activities or strategies you choose
to reduce stress

Every Day Strategies to Reduce
Stress
• Eat a well- balanced diet; drink fluids
low in sugar, calories, and caffeine;
have healthy snacks; and drink water!
• Sleep well
• Exercise: any activity that you find
enjoyable
• Create time each day to decompress
• Talk with friends, peers, avoid gossip
and hurtful conversations
• Write in a journal or e-book
• Pair enjoyable activities/tasks with less
enjoyable activities /tasks
• Reward yourself for a job well done

Practice techniques to reduce
your level of stress
• Create your individualized action
plan for managing stress
• Activity: Revisiting Keeping A
Stress Log
• Activity: Practice stress reduction
• Activity: Practice effective
communication
• Activity: My Individualized Action
Plan

Revisiting Keeping a Stress Log
There are a number of step for keeping
and making use of a stress log
• Record your stressors within a time
period and rate your stress response
• Review the types of stressors you
experienced, your response, their
frequency, and any common themes
• Note Next Steps including your
strengths, challenges, and plans to
improve how you will manage stress in
next steps and your Individualized
Action Plan

Communication Techniques to
reduce your level of stress
Active Listening
• Builds relationships and sends a
message of respect for the thoughts
and experiences of others.
• Involves listening to the content of the
conversation as well as feelings and
non-verbal cues within the message
• Instead of:
• Speaker: I finally finished all of my
work.
• Listener: Oh good, now you can
help clean up.
• Active Listener: You must feel
relieved, that was a lot of work.

Positive Self-Statements
• Introduce repetitive positive and motivating
statements into your day and in reaction to
your thoughts
• Examples of positive statements:
• I am smart! I work hard! I always do my
best.
• Examples of positive thought replacements:
• Instead of: “ I need to be perfect or I fail.”
• Replace with: “ I did a great job learning this
new curriculum!”

62
Contact Us :
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
e-mail : kana_ati@yahoo.com atau
kanaidi@yahoo.com
Telp : 022-2009570 ext.118
Fax : 022-2009568 HP. 0812 2353 284
www.ken-kanaidi.blogspot.com
www.ken-sukses.blogspot.com
www.pemimpin.unggul.com
www.google.com “Sukses kanaidi”
www.formulabisnis.com/?id=ken_kanaidi
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

Pelatihan Conflict & Stress Management in the Workplace (Kanaidi, SE., M.Si., cSAP)

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