Model Lewin Dalam Manajemen Perubahan Teori Klasik Menghadapi Disrupsi Dalam Lingkungan Bisnis

Dina Mellita; Efan Elpanso

doi:10.33557/mbia.v19i2.989

Dina Mellita Universitas Bina Darma
Efan Elpanso Universitas Bina Darma

DOI: https://doi.org/10.33557/mbia.v19i2.989

Keywords: Change Process, Refreezing, Leadership Style

Abstract

At present, the business environment is entering its third decade in the 21st century. Business today is more modern and dynamic and is colored by various disruption. Disruption, in this case, is the disruption of technology, politics, economy, and social culture. In the management of organizational change, Lewin's model is known as a classical theory and as a guide for organizations to implement, manage, and evaluate change. This study aims to identify whether Lewin's model which is considered a classic is still adaptive for use in a business environment that is recruited. By using conceptual research methods it is known that the three stages of Lewin put forward the individual or human as the root of change through the identification of the driving factors and drivers of change. In this model, the leadership style is more oriented to involvement, commitment, and support, and orientation to sharing knowledge for the success of the change process in the organization. With these factors in Lewin's stage, changes as a result of the disruption in the business environment in the organization will be effective.

Abstrak

Pada saat ini lingkungan bisnis memasuki dasawarsa ketiga dalam abad 21. Bisnis pada saat ini lebih modern dan dinamis dan diwarnai oleh berbagai disrupsi. Disrupsi dalam hal ini adalah disrupsi teknologi, politik, ekonomi dan sosial budaya. Dalam manajemen perubahan organisasi, Model Lewin dikenal sebagai teori klasik dan sebagai pedoman bagi organisasi untuk mengimplementasikan, mengelola dan mengevaluasi perubahan. Penelitian ini bertujuan untuk mengidentifikasi apakah Model Lewin yang dianggap klasik tersebut masih adaptif untuk digunakan dalam lingkungan bisnis yang disrutif. Dengan menggunakan metode penelitian konseptual diketahui bahwa tiga tahapan Lewin mengedepankan individu atau manusia sebagai akar dari perubahan melalui identifikasi faktor pendorong dan penggerak perubahan. Dalam model ini juga mengedepankan gaya kepemimpinan lebih berorientasi pada keterlibatan, komitmen dan dukungan serta orientasi berbagi pengetahuan untuk keberhasilan proses perubahan dalam organisasi. Dengan faktor-faktor tersebut dalam tahapan Lewin, perubahan sebagai akibat dari adanya disrupsi pada lingkungan bisnis pada organisasi akan berjalan efektif.

Kata kunci: Proses Perubahan, Refreezing, Gaya Kepemimpinan

References

Bower, J. L., & Christensen, C. M. (1995). Disruptive technologies: Catching the wave. Harvard Business Review. [online] Available : https://hbr.org/1995/01/disruptive-technologies-catching-the-wave (July 27, 2020)

Calder, A. M. (2013). Organizational change: Models for successfully implementing change. Undergraduate Honors Capstone Projects. 144. [online] Available : https://digitalcommons.usu.edu/honors/144 (June 10, 2020)

Camp, W. (2001). Formulating and evaluating theoretical frameworks for career and technical education research. Journal of Vocational Education Research, 26(1), 4-25.

Clarke, S. (1999). Perceptions of organizational safety: implications for the development of safety culture. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 20(2), 185-198.

Cronshaw, S. F., & McCulloch, A. N. (2008). Reinstating the Lewinian vision: From force field analysis to organization field assessment. Organization Development Journal, 26(4), 89.

Cummings, T. G., & Worley, C. G. (2003). Organization Development and Change (1–694). California, Melissa S. Acuna.

Cummings, T. G. (2005). en CG Worley (2005). Organization development and change. Mason, Ohio : Thomson/South-Western.

Elkjaer, B. (2001). The learning organization: an undelivered promise. Management learning, 32(4), 437-452.

Drucker, P. F. (1999). Knowledge-worker productivity: The biggest challenge. California management review, 41(2), 79-94.

El Namaki, M. S. S. (2015). Strategies for offense and defense in global capital markets. Scholedge International Journal of Management & Development, 2(5), 68-74.

Goodstein, L. D., & Burke, W. W. (1991). Creating successful organization change. Organizational Dynamics, 19(4), 5-17.

Håkanson, L., & Nobel, R. (1993). Foreign research and development in Swedish multinationals. Research Policy, 22(5-6), 373-396.

Jeffcutt, P. (1996). The organization of performance and the performance of organization. Studies in Cultures, Organizations and Societies, 2(1), 95-110.Lewin dalam Burnes, 2004)

Kotter, J. P. (1995). Leading Change: Why transformation efforts fail. Harvard Business Review. [online] Available : https://hbr.org/1995/05/leading-change-why-transformation-efforts-fail-2 (June 10, 2020)

Mellita, D., Aliya, S., & Elfanso, E. (2020). Green Supply Chain Management at Cullinary Small Business: Some Notes To Consider. Dinasti International Journal of Digital Business Management, Volume 1, No. 4, 512-521.

Rayan, D. (Ed.). (2002). Empowerment and poverty reduction: A sourcebook. The World Bank.

Robbins, S. B., Davenport, M., Anderson, J., Kliewer, W., Ingram, K., & Smith, N. (2003). The role of motivation and self-regulatory behaviors on first-year college adjustment. Unpublished manuscript. Iowa City, IA: ACT.

Robbins, S. P. (2005). Principles of organizational behavior. Translated by Parsaeian A, Arabi M. Ninth printing. Publications Cultural Research Bureau in Tehran.

Roussel, L., Swansburg, R. C., & Swansburg, R. J. (Eds.). (2006). Management and leadership for nurse administrators. Jones & Bartlett Learning.

Schwab, K. (Ed.). (2016). The global competitiveness report 2016-2017: insight report. World Economic Forum.

Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. Currency.

Sonenshein, S. (2010). We're changing—Or are we? Untangling the role of progressive, regressive, and stability narratives during strategic change implementation. Academy of Management Journal, 53(3), 477-512.

Waddell, D., Cummings, T. G., & Worley, C. G. (2007). Organisation, development and change-Asia Pacific. Thomson.

Wenger, E., McDermott, R. A., & Snyder, W. (2002). Cultivating communities of practice: A guide to managing knowledge. Harvard Business Press.

Wetzel, D. K., & Buch, K. (2000). Using a structural model to diagnose organizations and develop congruent interventions. Organization Development Journal, 18(4), 9.

Wren, J., & Dulewicz, V. (2005). Leader competencies, activities and successful change in the Royal Air Force. Journal of change management, 5(3), 295-309.