Page 24 - FREN-C2021 PROCEEDINGS

system.

Overcoming Resistance to Change
To cope up with resistance to change, each organization may impose different approaches and
methods to ensure a win-win situation on the impact of the change either from the management side
or employees’ side. There are many ways to overcome resistance to change. Elizabeth Dukes (2016)
explains that organizations must expect resistance and must plan for an effective strategy to overcome
them before imposing the change. The organization must also encourage close friendship between
management and employees besides identifying the root cause of the resistance to change. In addition,
installing the right technology must be done to enhance the process of the change. Michal Wagner
(2019) in other words indicates that communicating the reason for the change effectively is the first
area an organization should start before further action is taken to address the change. Only then, the
process of delegating the change shall be started by identifying and train the potential leaders to
change as a role models among employees to address the benefits of the change. In another word,
addressing the change must be undertaken in stages so that the adaptation of the changes among
employees can be easily absorbed.

Organizational Change Approaches
Organizations that have planned for changes in management or operation may have issues related to
the choice of the best method or approach for the changes to be implemented (Khan et al. 2014).
Which method is suited to everyone while at the same time benefits the organization in terms of cost
and time? For this study, Kotters Eight Step Models will be used as the approach to analyze the
changes in INTIM. The illustrated version of the approach is as follows:

Figure 1. Kotters Eight Step Models
Source: Warren Lynch, 2020

Result and Discussion
Factors Behind the Changes
Part of the changes in INTIM is related to changes in the method of training and courses delivery. The
factors that derived INTIM to impose changes in their method of delivery comes from internal and
external factors too. Internally, even though the imposed of MCO resulted from the COVID-19
pandemic has limited or stop the number of face to face or physical training and courses that can be
conducted, INTIM still needs to ensure the requirement to fulfil its annual work target or sasaran
kerja tahunan (SKT) are achieved each year regardless the situation. This requirement has become
one of the challenges for INTIM to bear and overcome. Another internal challenge is the requirement
to fulfil the minimum number of 15 participants for each series of courses before a course can be
conducted and this requirement is based on INTAN’s MS/ISO 9001:2005.

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