MERENCANAKAN PERUBAHAN

PERSIAPAN MERENCANAKAN PERUBAHAN PENCAIRAN (UNFREEZING) Menjalin dan mengembangkan hubungan PENYADARAN Menyampaikan arti penting perubahan Menumbuh-kembangkan partisipasi masyarakat (kesempatan, kemampuan dan kemauan) MERENCANAKAN PERUBAHAN PENILAIAN KEADAAN Analisis Keadaan dan Masalah Analisis Pendorong dan Penghambat Perubahan PERUMUSAN STRATEGI Analisis SWOT/TOWS PERUMUSAN PROGRAM DAN KEGIATAN METODA, LOKASI, PELAKU, WAKTU IDENTIFIKASI (JUMLAH, SUMBER)SUMBERDAYA

STRATEGI, PROGRAM & KEGIATAN KEBUTUHAN ALASAN ANALISIS KEADAAN PENDORONG PENGHAMBAT KEKUATAN INTERNAL PELUANG EKSTERNAL KELEMAHAN ANCAMAN TUJUAN DAN SASARAN STRATEGI, PROGRAM & KEGIATAN

LINGKUNGAN INTERNAL: LINGKUNGAN EKSTERNAL SUMBERDAYA (ALAM, SDM, INFRASTRUKTUR, KELEMBAGAAN, KULTUR) MANAJEMEN (SDM, PRODUKSI, PEMASARAN, FINANSIAL, LOGISTIK)\ LITBAG LINGKUNGAN EKSTERNAL LINGKUNGAN ORGANISASI (PELANGGAN, PEMASOK, PESAING) LINGKLUNGAN GLOBAL (TEKNOLOGI, EKONOMI, SOSBUD, KEBIJAKAN)

NILAI-NILAI ORGANISASI UNTUK PERUBAHAN INTERNAL Kepemimpinan KARAKTERISTIK SDM TEKNOLOGI GONCANGAN EKONOMI KECENDERUNGAN SOSIAL POLITIK INTERNASIONAL DAYA SAING NILAI-NILAI ORGANISASI Respek Anggota Kepercayaan Dukungan Partisipasi Kebersamaan Konfrontasi INTERNAL Kepemimpinan Budaya/gaya/ nilai-nilai Manajemen - EXTERNAL Perubahan Global (IPOLEKSOSBUD) Kemajuan Teknologi Persaingan

PARTISIPATIF

ZOPP PERSIAPAN PENCAIRAN UNFREEZING CSS/PRA/PLA PAME FGD, WORKSHOP RENCANA MONEV PARTISIPATIF (EMIK) TOWS, LEGITIMASI BASELINE STUDY CSS, RRA, PRA ZOPP FGD, WORKSHOP PERSIAPAN PENCAIRAN UNFREEZING MEDIA MASA UNTUK MEMBANGUN OPINI PUBLIK KOMUNIKASI INTERPERSONAL YANG KONVERGEN KOMUNIKASI KELOMPOK (Pertemuan Formal/Informal) COMBI (Communication for Behavioural Impact)

PARTISIPASI MASYARAKAT DALAM PERUBAHAN PELIBATAN KARENA KEMAMPUAN KEARIFAN LOKAL PELIBATAN HIDDEN AGENDA SYARAT PROYEK

KETERLIBATAN PARTISIPASI KESUKA RELAAN LINGKUP PROSES

KEHADIRAN KETER LIBATAN BER PENDAPAT PENGAMBILAN KEPUTUSAN

SPONTAN KESUKA RELAAM TERINDUKSI TERTEKAN SELF MOBILIZATION INTERAKTIF KONSULTATIF FUNGSIONAL TERINDUKSI TERTEKAN INSENTIF MANIPULATIF INFORMATIF

MENIKMATI MANFAAT LINGKUP KEGIATAN MENERIMA IMBALAN ATAS KORBANAN MEMBERI KORBANAN

LINGKUP PERUBAHAN KELOLA LINGKUNGAN KELOLA KELOLA BISNIS KELEMBAGAAN PEMBERDAYAAN MASYARAKAT

KAPASITAS INDIVIDU PEMBERDAYAAN MASYARAKAT KAPASITAS SISTEM/ JEJARING KAPASITAS ENTITAS

BELAJAR BERKELANJUTAN PEMBERDAYAAN MASYARAKAT SIAP MENERIMA/ MELAKUKAN PERUBAHAN KRITIS KREATIF

PELAKSANAAN PERUBAHAN

TAHAPAN PERUBAHAN PENINGKATAN DAYA-TAWAR PEMANDIRIAN ADVOKASI FASILITASI KEGIATAN PENGEMBANGAN KAPASITAS PENGORGANISASIAN PENYADARAN

KEPE MIMPINAN PENGORGANI SASIAN VISIONER, TRANSFORMATIF MEMBERDAYAKAN MEMBANGUN OPINI PUBLIK PENGORGANI SASIAN MENGGERAKKAN PERUBAHAN MEMELIHARA SEMANGAT PERUBAHAN KEPE MIMPINAN VISIONER, TRANSFORMATIF MEMBERDAYAKAN

10 SUMBER RESISTENSI PERUBAHAN KETAKUTAN ATAS KETIDAK-TAHUAN LEPAS KENDALI KEHILANGAN MUKA KEHILANGAN KOMPETENSI KEBUTUHAN KEAMANAN KETERBATASAN WAKTU KEBIASAAN KURANGNYA DUKUNGAN KURANG PERCAYA DIRI KELAMBANAN UNTUK MENGANTISIPASI

KEKUATAN PENGHAMBAT PROSES SARINGAN INFORMASI INDIVIDU KETIDAK-TAHUAN, KETAKUTAN KONDISI EKONOMI KEBIASAAN, KEAMANAN KEKUATAN PENGHAMBAT ORGANISASI ANCAMAN ALOKASI SUMBERDAYA ANCAMAN HUBUNGAN KEKUASAAN ANCAMAN STRUKTURAL/ KEAHLIAN FOKUS YANG TIDAK JELAS

MENGATASI RESISTENSI EDUKASI DAN KOMUNIKASI PARTISIPASI FASILITASI DAN DUKUNGAN FASILITASI KESEPAKATAN NEGOSIASI MANIPULASI DAN KOOPTASI KOERSI/PAKSAAN IMPLISIT/EKSPLISIT

MENGELOLA PERILAKU PERUBAHAN Aksi Unilateral Persuasif Yang Rasional Testimoni Keahlian Proyek-proyek Demonstarsi Pemberdayaan Pengambilan Keputusan Partisipatif Proses Kelompok

KONSEKUENSI INDIVIDU: Perilaku, psikologi, dan msalah kesehatan ORGANISASI Penurunan kinerja, motivasi, moral, Peningkatan absensi dan keluar-masuk

PENGENDALIAN PERUBAHAN

IDENTIFIKASI DAN MOBILISASI SUMBERDAYA RAGAM: SDM, SDA, INFRASTRUKTUR, KELEMBAGAAN SUMBER/PENYEDIA: SWADAYA, PINJAMAN, HIBAH, DLL KEBUTUHAN: JUMLAH, WAKTU DAN TEMPAT

THEORY DESCRIPTION SMOKING CESSATION USE LIMITATIONS HEALTH BELIEF MODEL explains and predicts health behaviors using the attitudes and beliefs toward disease, especially perceived barriers, perceived benefits, and perceived susceptibility focus messages on overcoming perceived barriers toward smoking cessation, as well as the benefits of quitting not tested as a whole, environmental or economic factors are not included, does not incorporate the influence of social norms and peer influences THEORY OF REASONED ACTION links individual beliefs, attitudes, and intentions, and assumes that behaviors are under volitional control, and intention of quitting smoking is the most important indicator of behavioral change focus messages on an individual's beliefs and attitudes to increase intention of quitting smoking does not consider environmental issues, and assumes linearity of the theory components when they may be cyclical ELABORATION LIKELIHOOD MODEL attitude change via the central route (individuals are highly motivated) is relatively permanent, resistant to counter-argument, and predictive of behavior; the peripheral route (individuals are less motivated) is less so create messages that are understandable and focused on increasing motivation and ability high motivation and high ability are necessary for a high probability of following the central route, dynamic interaction between steps, assumes people can be classified into categories STAGES OF CHANGE THEORY five stages are precontemplation, contemplation, preparation for action, action, and maintenance; no longer considered linear; rather, stages are components of a cyclical process that varies for each individual tailor messages to an individual's cyclical stage of change process doesn't account for environmental factors, presents a descriptive rather than causative explanation of behavior, each stage may not be suitable for characterizing every population  

the existing and target practices respectively Figure- Horizontal and vertical matrices capture the existing and target practices respectively

The transition matrix shows considerable interference among old and new practices.

Satisfaction ratings capture the importance of existing practices to stakeholders

Three matrices linked together

Matrix graphics have different and sometimes multiple functions.

Although organizational archetypes appear stable, the transition appears to be unstable.