MERENCANAKAN
PERUBAHAN
PERSIAPAN
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
KEKUATAN
INTERNAL
PELUANG
EKSTERNAL
KEBUTUHAN
PENDORONG
ANALISIS
KEADAAN
ALASAN
STRATEGI,
PROGRAM & KEGIATAN
PENGHAMBAT
KELEMAHAN
INTERNAL
ANCAMAN
EKSTERNAL
TUJUAN
DAN
SASARAN
LINGKUNGAN INTERNAL:
 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
 KARAKTERISTIK SDM
 TEKNOLOGI
 GONCANGAN EKONOMI
 KECENDERUNGAN SOSIAL
 POLITIK INTERNASIONAL
 DAYA SAING
INTERNAL
Kepemimpinan
Budaya/gaya/
nilai-nilai Manajemen
-
 Respek Anggota
 Kepercayaan
 Dukungan
 Partisipasi
 Kebersamaan
 Konfrontasi
EXTERNAL
Perubahan Global
(IPOLEKSOSBUD)
Kemajuan Teknologi
Persaingan
PARTISIPATIF
CSS/PRA/PLA
PAME
FGD, WORKSHOP
BASELINE STUDY
CSS, RRA, PRA
TOWS, LEGITIMASI
RENCANA
MONEV
PARTISIPATIF
(EMIK)
ZOPP
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
PELIBATAN
HIDDEN AGENDA
SYARAT PROYEK
PELIBATAN
KARENA
KEMAMPUAN
KEARIFAN LOKAL
DALAM
PERUBAHAN
KETERLIBATAN
PARTISIPASI
KESUKA
RELAAN
LINGKUP
PROSES
KEHADIRAN
KETER
LIBATAN
BER
PENDAPAT
PENGAMBILAN
KEPUTUSAN
SELF MOBILIZATION
SPONTAN
INTERAKTIF
KONSULTATIF
FUNGSIONAL
KESUKA
RELAAM
TERINDUKSI
INSENTIF
TERTEKAN
INFORMATIF
MANIPULATIF
MENIKMATI
MANFAAT
LINGKUP
KEGIATAN
MEMBERI
KORBANAN
MENERIMA
IMBALAN
ATAS
KORBANAN
PENGAMBILAN
KEPUTUSAN
PERENCANAAN
KEGIATAN
PARTISIPASI
PELAKSANAAN
KEGIATAN
MENIKMATI
HASIL
MONEV
KEGIATAN
KELOLA
LINGKUNGAN
KELOLA
BISNIS
LINGKUP
PERUBAHAN
PEMBERDAYAAN
MASYARAKAT
KELOLA
KELEMBAGAAN
KAPASITAS
INDIVIDU
PEMBERDAYAAN
MASYARAKAT
KAPASITAS
ENTITAS
KAPASITAS
SISTEM/
JEJARING
BELAJAR
BERKELANJUTAN
PEMBERDAYAAN
MASYARAKAT
KRITIS
KREATIF
SIAP
MENERIMA/
MELAKUKAN
PERUBAHAN
PELAKSANAAN
PERUBAHAN
PENINGKATAN
DAYA-TAWAR
PEMANDIRIAN
ADVOKASI
FASILITASI KEGIATAN
PENGEMBANGAN KAPASITAS
PENGORGANISASIAN
PENYADARAN
MEMBANGUN
OPINI PUBLIK
PENGORGANI MENGGERAKKAN
PERUBAHAN
SASIAN
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
INDIVIDU
PROSES SARINGAN INFORMASI
KETIDAK-TAHUAN, KETAKUTAN
KONDISI EKONOMI
KEBIASAAN, KEAMANAN
ORGANISASI
ANCAMAN ALOKASI SUMBERDAYA
ANCAMAN HUBUNGAN KEKUASAAN
ANCAMAN STRUKTURAL/ KEAHLIAN
FOKUS YANG TIDAK JELAS
EDUKASI DAN KOMUNIKASI
PARTISIPASI
MENGATASI
RESISTENSI
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
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.