Email this article 
Hide
Show all
Unfreezing without Refreezing Change Management: Dilemmatic Roles of Agents in Succeeding the Bureaucracy Reform
Abstract
The implementation of bureaucracy reform in many countries continues to experience various problems, in relation to the system, regulations and actors. The success of such reform shows the important role of the actors involved in promoting change agendas. Studies on bureaucracy reform have covered many aspects of the system, stages and factors that influence its success or failure. This study specifically analyses the aspect of the related actors, namely the role of change agents in the implementation of change management, who support the implementation of bureaucracy reform. Departing from theory regarding the role of agent of change and the stages of change management during the process of bureaucracy reform, the data collection was conducted through in-depth interviews with a number of stakeholders of National Development Planning Agency, Indonesia. The qualitative data is processed using the Discourse Network Analyzer. The results show that there are three roles conducted by the agent of change in pushing reform agendas, namely as catalysts, solution givers and as process helper. To improve the performance of their roles, there are at least two attributes that they must have, i.e., skills and behavioral attributes, which both play a significant role in supporting the success of bureaucracy reform.
Keywords
Full Text:
PDFReferences
Baker, D. (2007). Strategic change management in public sector organisations. In Strategic Change Management in Public Sector Organisations. https://doi.org/10.1016/C2013-0-16581-6.
Carter, R., Sullivan, M., Goldsmith, D., Ulrich, D., & Smallwood, N. (2012). The Change Champions Field Guide: Strategies and Tools for Leading Change in Your Organization. Wiley.
Cawsey, T. F., Deszca, G., & Ingols, C. (2012). Organizational Change: An Action-Oriented Toolkit - Tupper F. Cawsey, Gene Deszca, Cynthia Ingols - Google Buku. In Sage Publications.
Creswell, J. W. (2014). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (4th ed.). SAGE Publishing.
Cummings, T. G., & Worley, C. G. (2005). Organization Development and Change (9th ed.). South-Western. https://doi.org/10.4324/9781315232102-3
Dewi, R. R., & Kurniawan, T. (2019). Manajemen Perubahan Organisasi Publik: Mengatasi Resistensi Perubahan. Jurnal Natapraja, 7(1), 53–72.
Furnham, A. (2016). Managers as change agents. Journal of Change Management, 3, 21–29. https://doi.org/10.1080/714042525
Gerwing, C. (2016). Meaning of Change Agents within Organizational Change. Journal of Applied Leadership and Management, 4, 21–40.
Gilley, A. (2005). The Manager as Change Leader. In The Manager as Change Leader. Greenwood Publishing Group.
Havelock, R. G., & Havelock, M. C. (1973). Training for Change Agents. Center for Research of Utilization of Scientific Knowledge.
Higgins, C. A., & Kreischer, D. J. (2004). Teams That Work : Thought Catalysts , Change Agents and Facilitators. Higgins Kreischer & Associates. https://www.srosenstein.com/pdf/hkv2i1.pdf
Hossan, C. (2015). Applicability of Lewin’s Change Management Theory in Australian Local Government. International Journal of Bussiness and Management, 10(6), 53-65. https://doi.org/10.5539/ijbm.v10n6p53
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation and Knowledge, 3(3), 123–127. https://doi.org/10.1016/j.jik.2016.07.002
Hutton, D. W. (1994). The Change Agentʼs Handbook: A Survival Guide for Quality Improvement Champions. In ASQC Quality Press. https://doi.org/10.1097/01445442-200011000-00012
Klerk, V. der L.-D. M. (2010). The Development and Validation of a Change Agent Identification Frameworkle [University of South Africa]. http://uir.unisa.ac.za/handle/10500/4172
Lewin, K. (1951). Force Field Theory in Social Science. Harper & Row.
Long, C. S., Wan Ismail, W. K., & Amin, S. M. (2014). The role of change agent as mediator in the relationship between HR competencies and organizational performance. International Journal of Human Resource Management, 24(10), 2019–2033. https://doi.org/10.1080/09585192.2012.725080
Mitchell, G. (2012). Selecting the Best Theory to Implement Planned Change. Nursing Management Web Site.
Moran, J. W., & Brightman, B. K. (2000). Leading organizational change. Journal of Workplace Learning, 12(2), 111–119. https://doi.org/10.1108/13665620010316226
Morgan, N. (1996). 9 Tips for Change Agents. Fast Company.; Fast Company. https://www.fastcompany.com/27514/9-tips-change-agents
Nikolaou, I., Gouras, A., Vakola, M., & Bourantas, D. (2007). Selecting Change Agents: Exploring Traits and Skills in a Simulated Environment. Journal of Change Management, 7(3–4), 291–313. https://doi.org/10.1080/14697010701779173
Nurtjahjo, Hendra Maturbongs, Y., & Rachmitasari, D. I. (2013). Memahami Maladministrasi. Ombudsman Republik Indonesia.
Oliver, E. (2018). Change agency and higher education in South Africa. HTS Teologiese Studies / Theological Studies, 74(3), 1–9. https://doi.org/10.4102/hts.v74i3.5133
Ottaway, R. N. (1983). The Change Agent : A Taxonomy in Relation to the Change Process. Human Relations, 36(4), 361–392.
Robbins, S. P., & Barnwell, N. (2006). Organization Theory: Concepts and Cases (5th ed.). Prentice Hall.
Rosenbaum, D., More, E., & Steane, P. (2018). Planned organisational change management –forward to the past? An exploratory literature review. Journal of Organizational Change Management Organization Development Journal Iss Leadership & Organization Development Journal, 3(6), 1–44.
Saiffudin, S. (2020). Agen Perubahan Reformasi Birokrasi, Ujung Tombak Menuju Revolusi Mental. Reformasi Kita Kementerian Pendayagunaan Aparatur Negara Dan Reformasi Birokrasi. https://kita.menpan.go.id/2020/03/26/agen-perubahan-reformasi-birokrasi-ujung-tombak-menuju-revolusi-mental/
Saka, A. (2003). Internal change agents’ view of the management of change problem. Journal of Organizational Change Management, 16(5), 480–496. https://doi.org/10.1108/09534810310494892
Stummer, M., & Zuchi, D. (2010). Developing Roles in Change Processes - A Case Study from a Public Sector Organisation. International Journal of Project Management, 28, 384–394.
Sugiyono. (2012). Metode Penelitian Kuantitatif, Kualitatif, dan R&D. Alfabeta.
Tupper F. Cawsey, G. D. C. I. (2016). Becoming a Master Change Agent. In Organizational Change An Action-Oriented Toolkit. SAGE Publishing.
Waddell, D., Creed, A., & Worley, C. (2014). Organizational Change: Development and Transformation (5th ed.). Cengage Learning Australia.
Weiss, A. (2003). Organizational Consulting: How to Be Effective Internal Change Agent. John Wiley & Sons, Inc.
Werner, J. M., & DeSimone, R. L. (2012). Human Resource Development. In South-Western. (6th ed., Vol. 58, Issue 3). Erin Joyner. http://ieeexplore.ieee.org/lpdocs/epic03/wrapper.htm?arnumber=6071007
Worley, C. G., & Mohrman, S. A. (2014). Is change management obsolete? Organizational Dynamics, 43(3), 214–224. https://doi.org/10.1016/j.orgdyn.2014.08.008
Yusriadi, Y. (2018). Reformasi Birokrasi Indonesia: Peluang dan Hambatan. Jurnal Administrasi Publik : Public Administration Journal, 8(2), 178–185. https://doi.org/10.31289/jap.v8i2.1824
DOI: https://doi.org/10.26618/ojip.v11i1.4694
Refbacks
- There are currently no refbacks.
Copyright (c) 2021 Otoritas : Jurnal Ilmu Pemerintahan
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
