MENGANTAR PERUBAHAN DENGAN BAIK

Application Process of Change

1.    Recognize and accept the need for change. 

Until the need for change is recognized and accepted, the chance of successful change will remain small.  Many times we are requested to change just for the sake of changing.  This is not acceptable to most of us.  If the need can be realistically established, then the desire can be reinforced.

2.    Communicate.  

Let everyone know what the changes are going to be.  Explain the benefits and do not hide the difficulties.  Enlist help. Keep change within context. Remember that a change may look big, but often, in reality, it is small.

3.    Support the needed change.

To tell someone to change, and expect it to happen on its own, is an exercise in futility. Frequent reminders of why the change is necessary as well as what the benefits will be are positive methods that support the needed change.

4.    Reinforce, both positively and negatively, the reaction to change.

If the change is being successfully accomplished, tell the person so.  If the degree of success is less than acceptable, tell the person this also.  Without the positive and negative reinforcement, the enthusiasm for and commitment to making the change will be lost.

5.    Act as a role model.

Any change that you would require an employee to  make should  be  either  to eliminate an inappropriate behavior or to establish (reinforce) a positive behavior.  Would you ask someone to take on a behavior or characteristic that you yourself do not (or would not) have? If you request that someone perform a duty, you  should be able to role model the proper behavior for  him/her. By acting as a positive role model, you can shorten the time required for the person to effectively make the change.

6.   Identify and recognize zones of stability--what will not change (it is surprising how what may be regarded as a major change is really not that major at all).

Each of us has a limited tolerance for change  We can cope with  small changes successfully, but a large number of changes at any one time  will lessen the chance of  success.  When making behavioral changes, attempt to make only a couple of changes at a time rather than everything at once.  Act as a zone of stability for those who rely on you.  Set high, yet reasonable, standards; continually apprise subordinates of expectations regarding their job performance; and give them regular reviews of their efforts.