Mata kuliah : J0782 - Kepemimpinan Entrepreneurial Global
Tahun
: 2010
Kepemimpinan Perubahan dalam
Organisasi
Chapter 9
Learning Objectives
• Understand the different reasons for resisting change
• Understand the psychological processes involved in
making major changes
• Understand the different ways that leaders can influence
the culture of an organization
• Understand the characteristics of an effective vision
Learning Objectives (Cont.)
• Understand how to develop an appealing vision for the
organization
• Understand how to implement a major change in an
organization
• Understand the characteristics of a learning organization
• Understand how leaders can increase learning and
innovation in organizations
Reasons for Resistance to Change
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Lack of trust
Belief that change is unnecessary
Belief that the change is not feasible
Economic threats
Relative high cost
Fear of personal failure
Loss of status and power
Threat to values and ideals
Resentment of interference
Stages in the Change Process
• Lewin’s Force-Field Model
– Unfreezing
– Changing
– Refreezing
• Response to Repeated Traumatic Change
– Leaves people less resilient and more vulnerable
– Leaves people inoculated and better prepared to deal
with change
Stages in Reaction to Change
• Denial – “This isn’t happening.”
• Anger – Look for someone to blame.
• Mourning – People stop denying that change is inevitable,
acknowledge what has been lost, and mourn it.
• Adaption – Accept the need to change and go on with one’s
life.
Prior Experience and Reaction to Change
• How a person reacts to change depends on:
– The person’s general confidence about coping with
change successfully
– How much change they have previously experienced
• Can increase resilience
• Can increase stress and frustration
Different Types of Organizational Change
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Attitude-Centered Change
Role-Centered Change
Changes in Technology
Change in Competitive Strategy
Economic or Human Factor Changes
Generic Change Programs
Systems Models for Organizational
Change
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Problems have multiple causes
Actions have multiple outcomes
Changes have delayed effects
Actions that appear to offer quick relief may make
things worse in the long run
• The best solution may offer no immediate benefits
Influencing Organizational Change
• Nature of Organizational Change
• Ways to Influence Culture
– Leadership Behavior
– Programs, Systems, Structures, and Cultural Forms
Culture and Growth Stages of
Organizations
• Founders have strong influence on the organizational
culture
• More difficult to change culture in mature organizations
• In mature organizations, the culture influences the leader
more than the leader influences the culture
Developing a Vision
• Desirable Characteristics for a Vision
• Elements of a Vision
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Mission Statement
Value Statement
Slogan
Strategic Objectives
Project Objectives
Procedures for Developing a Vision
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Involve key stakeholders
Identify strategic objectives with wide appeal
Identify relevant elements in the old ideology
Link the vision to core competencies
Evaluate the credibility and refine the vision
Continually assess and refine the vision
Implementing Change
• Responsibility for Implementing Major Change
– Support from top management
• The Pace and Sequencing of Changes
– Rapid versus gradual introduction of change
– Change interdependent subunits simultaneously
– Changes in the organizational structure to make it
consistent with the strategy
Innovation and Organizational Learning
• Internal Creation of New Knowledge
– Internal departments
– Pilot testing new ideas
• External Acquisition of New Knowledge
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Best practices
Hiring outsiders
External consultants
Joint ventures
Innovation and Organizational Learning (Cont.)
• Knowledge Diffusion and Application
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Information systems
Written or electronic documents
Special purpose conferences
Seminars and workshops
• Learning Organizations
Guidelines for Increasing Learning
and Innovation
• Encourage appreciation for flexibility and
innovation
• Encourage and facilitate learning by individuals
and teams
• Help people improve their mental model
• Leverage learning from surprises and failures
Guidelines for Increasing Learning
and Innovation (Cont.)
• Encourage and facilitate sharing of knowledge
and ideas
• Set innovation goals
• Reward entrepreneurial behavior