challenging in attitude change

SOFT SKILL:
CHALLENGING IN ATTITUDE CHANGE
DR ISMAIL ALIAS
ASAS PEMBENTUKAN MINDA POSITIF
FUNGSI MINDA
PERSONALITI
PENGURUSAN
EMOSI
PENGURUSAN
PEMIKIRAN
KEHENDAK/
KEINGINAN
CRISIS
MASALAH, KEPUTUSAN
PENYELESAIAN
Bahagian Perkhidmatan Psikologi
PENGURUSAN
TINGKAH LAKU/
PENGIKUT/SITUASI
Model ESQ
SQ (God Spot)
Paradigma
Kepentingan
Paradigma
Persepsi
IQ
EQ
MODEL PEMBENTUK SIKAP POSITIF
SITUASI
IDEA
PERISTIWA
KOMPONAN
MINDA
PROSES
P
PSIKIK
R
O
FIKIR
URUS
KEHENDAK
RANCANG
OUTPUT
MINDA
KERJASAMA
TINGKAH LAKU
KEMENANGAN
KAWAL
EMOSI
RASA
AKSI
MINDA PENTINGDIRI
TINGKAH LAKU
ROSAK KENDIRI
1. Konsep Komponen Minda
1. The Disciplined Mind
2. The Synthesizing Mind
3. The Creating Mind
4. The Respectful Mind
5. The Ethical Mind
6
2. THE THREE FUNCTIONS
OF THE MIND
THINKING
FEELING
Makes sense of
the world
Tell us how we
are doing
 Judging
 Perceiving
 Analyzing
 Clarifying
 Determining
 Comparing
 Synthesizing
 Happy
 Sad
 Depressed
 Anxious
 Stressed
 Calm
 Worried
 Excited
WANTING
Drives us to act as
we do
 Goals
 Desires
 Purposed
 Agendas
 Values
 Motives
TRANSFORMASI MINDA
THINKING
Makes sense of
the world
 Judging ( Pertimbangan)
 Perceiving ( Mengesan/lihat)
 Analyzing ( Analisa/ cerahan)
 Clarifying ( Menjelas/jernih )
 Determining ( Memasti/ azam)
 Comparing ( Memperbanding )
 Synthesizing ( Mensentisis)
Discipline Mind
Synthesizing Mind
Creating Mind
Ethical Mind
Respectful Mind
TRANSFORMASI MINDA
FEELING
Tell us how we
are doing
 Happy
 Sad
 Depressed
 Anxious
 Stressed
 Calm
 Worried
 Excited
Hasil daripada;
Thinking;
Feeling;
Wanting.
TRANSFORMASI MINDA
WANTING
Drives us to act as
we do
 Goals
 Desires
 Purposed
 Agendas
 Values
 Motives
Creating Mind
Respectful Mind
Ethical Mind
I THINK ….
I FEEL…
I WANT
Thinking
Feeling
Doing
Wanting
DIANAMIK MINDA
YOUR THINKING
CONTROLS
YOU
YOUR EMOTIONS
YOUR DECISIONS
DO YOU CONTROL YOUR THINKING ?
9 INTELEKTUAL MINDA
INTELLECTUAI
INTEGRITY
I. AUTONOMY
I. EMPATHY
I. HUMILITY
TRAIT OF THE
TOWERING
PERSONALITY
( MIND)
I.SENSE OF JUSTICE
I. PERSEVERANCE
I.COURAGE
I.CONFIDENCE IN
REASON
I.FAIR-MINDEDNESS
+ Kumpulan cerdik pandai,
Bentuk Kesedaran dan Penarikan,
Kemampuan tinggi berfikir ( guna akal dan budi)
THINKING PROCESS EGOCENTRIC
NONEGOCENTRIC
THINKING
SOMETIMES
RESULT IN
MISTAKES
EGOCENTRIC
THINKING
STRIVES TO
PROTECT
ITSELF, TO
VALIDATE
ITSELF
STRIVES TO
MAINTAIN ITS
POINT OF VIEW
“ SUCCESSFUL”
(WHEN ITGET
“ WHAT
IT SELFISHLY WANTS
SEES THE WORLD
FROM IT NARROW,
SELF SERVING
POINT OF VIEW
OFTEN IS RIGID,
INFLEXIBLE
“UNSUCCESFUL”
( WHEN FAILS
GET WHAT IT
SELFISHLY
WANTS)
TWO FUNDAMENTAL MOTIVES BEHIND EGO CENTRIC THINKING
MOTIVES OF
EGOCENTRIC THINKING
STRIVE TO
TO GAIN ITS
SELFISH
INTERESTS
STRIVE TO
VALIDATE ITS
CURRENT WAY
OF THINKING
EGOCENTRIC THINKING
Serving to get what it wants
Using TWO Strategies
EGO
DOMINATION
EGO
SUBMISSION
Using Direct Power
Over others to get
What it wants
Submitting to others
To get what it wants
EGOCENTRIC THINKING
i. Reality humans do not naturally consider the rights needs of others,
nor do we naturally appreciate the point of view of others or the
limitation in our own point of view,
ii. Human become explicitly aware of egocentric thinking only if
specially trained to do so,
iii. Human often used self centered psychological,
iv. Human have not developed a significant interest in establishing and
teaching legitimate intellectual standard,
v. We have too many prejudices that we do not want to be challenged,
and do not willing to sacrifice for others,
PATHOLOGICAL TENDENCIES OF HUMAN MIND ( EGOCENTRIC)
i.
Egocentric Memory - natural tendency to forget evidence and information
that do not support our thinking and to remember evidence and information that do,
ii. Egocentric Myopia - natural tendency to think in an absolutist way within am overly
narrow point of view,
Iii, Egocentric Righteousness – natural tendency to feel superior in the light of our
confidence that we possess the truth when e do not,
iv. Egocentric Hypocrisy
v.
Egocentric Oversimplification
vi. Egocentric Blindness
vii. Egocentric Immediacy
viii. Egocentric Absurdity
JAGUH MINDA
Siapakah Jaguh Minda?
Manusia yang dapat dan mampu
menguruskan kendirinya;
i.
ii.
iii.
iv.
Uruskan Sumber Dirinya,
Uruskan Pemikirannya,
Uruskan Emosinya,
Uruskan Kehendak dan Tingkahlakunya.
Dinamik Intelektual
I Humility
(Rendah Diri)
I. Courage
(Berani)
i.Empathy
( Empati)
I.Persevera
nce
(Ketabahan
( Tekun)
I.Confidenc
e in Reason
(Keyakinan)
i.Laziness
Kemalasan)
I.Distrust of
Reason
(Kesangsian
)
FAIR MINDEDNESS
EGO CENTRIC
I.Arragonce
( Keangkuhan/
Ketakburan)
I.Cowardice
( Pengecut/
Penakut)
i.Self
Centredness
(Penting
Diri)
Dinamik Intelektual
I.Autonomy
( Autonomi)
I.Sense of
Justice
(Adil/Saksa
ma)
I.Fair
mindedness
(Adil/Munasa
bah)
I.Integrity
(Integriti)
Fair Mindedness
Ego Centric
I.Conformity
( Akur )
I.Unfairnes
s
( Tidak
Adil/Zalim)
Disregard for
Justice
(Tidak Kisah
Keadilan)
I.Hypocricy
(Kepurapura
an)
Respons Individu Terhadap Perubahan
( TRANSFORMASI)
Aktif
Sikap Negatif
terhadap
Perubahan
Anger
Bargaining
Acceptance
Testing
Respons
Emosi
Denial
Depression
Immobilization
Pasif
Time
Source: ODR, 1993
Peringkat Model Perubahan
Immibolization
Tiba tiba menjadi lemah, lumpuh tak kemampuan menyebab keadaan jadi
kelam kabut;
Denial
Tindakan menafikan, menyangkal dan tidak benarkan sesuatu idea atau
rancangan untuk dilaksana;
Anger
Menyebab dan menjadikan seseorang gusar, marah dan berang terhadap
sesuatu pekara, idea atau keadaan yang dihadapinya;
Bargaining
Proses tawar menawar terhadap sesuatu untuk dapat satu persetujuan bersama
terhadap sesuatu perkara;
Depression
Rasa kekecewaan atau kemurungan akibat ketidakcapai
an sesuatu yang dirancang atau yang dimahukan;
Testing
Menguji untuk mendapatkan kebenaran, keselesaan dan
juga keuntungan kepada kendiri dan persekitaran;
Acceptence
Penerimaan setelah mengakui kebenaran dan keselesaan
semasa mencuba Laksana progrem atau idea baru yang
dicadangkan terdahulu.
Apa Isu Perubahan ini ?
Perubahan ini apa isunya?
PENGURUSAN PERUBAHAN
SEBAB PERUBAHAN GAGAL DILAKSANA
1.
2.
3.
4.
5.
6.
Lack of leadership commitment/the wrong leaders/change of leaders part
way through the initiative
Poor communication planning, development and implementation
People are not adequately prepared or trained for the change
Absence of contingency planning (most often expressed as “bad luck”)
The case for change lacks authenticity – people are not convinced of the
need for change
No scorecard to capture wins and share the learning
Adapted from: Why Change Doesn’t Work
Harvey Robbins and Michael Finlay
Bahagian Perkhidmatan Psikologi
PENGURUSAN PERUBAHAN
SEBAB PERUBAHAN GAGAL DILAKSANA
7.
Funding for the initiative is reduced or withdrawn without a commensurate
willingness to renegotiate deliverables ,
8. The pressure for change is too great (stress) or the reverse applies (boredom)
9, Strategic direction changes part way through the initiative
10. The case for change is founded on the wrong premise or it is the right reason but the
wrong timing
11. Loss of perspective/ego tripping
12. Interest in the change diminishesBahagian
withPerkhidmatan
time Psikologi
Adapted from: Why Change Doesn’t Work
Harvey Robbins and Michael Finlay
SEKIAN,
TERIMA KASIH
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