MERENCANAKAN PERUBAHAN.

Presentasi berjudul: "MERENCANAKAN PERUBAHAN."— Transcript presentasi:

1 MERENCANAKAN PERUBAHAN

2 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

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

4 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)

5 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

6 PARTISIPATIF

7 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)

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

9 KETERLIBATAN PARTISIPASI KESUKA RELAAN LINGKUP PROSES

10 KEHADIRAN KETER LIBATAN BER PENDAPAT PENGAMBILAN KEPUTUSAN

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

12 MENIKMATI MANFAAT LINGKUP KEGIATAN MENERIMA IMBALAN ATAS KORBANAN MEMBERI KORBANAN

13

14 LINGKUP PERUBAHAN KELOLA LINGKUNGAN KELOLA KELOLA BISNIS KELEMBAGAAN
PEMBERDAYAAN MASYARAKAT

15 KAPASITAS INDIVIDU PEMBERDAYAAN MASYARAKAT KAPASITAS SISTEM/ JEJARING KAPASITAS ENTITAS

16 BELAJAR BERKELANJUTAN PEMBERDAYAAN MASYARAKAT SIAP MENERIMA/ MELAKUKAN PERUBAHAN KRITIS KREATIF

17 PELAKSANAAN PERUBAHAN

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

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

20 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

21 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

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

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

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

25 PENGENDALIAN PERUBAHAN

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

27

28

29 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

30

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

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

33 Satisfaction ratings capture the importance
of existing practices to stakeholders

34 Three matrices linked together

35 Matrix graphics have different and sometimes multiple functions.

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

37

38

39

40

41

42

43

44

45