48 Chapter III Research Methodology The third chapter elaborated on how the thesis would be conducted. Here the research design, data collection process, and analysis were enlightened. The Research design was chosen in accordance with the company’s condition and availability along with the data collection. Furthermore, the analysis were elaborated so that replication for other researchers could retrieve similar result. III.1 Research Design This research focused on identifying the root cause of unreadiness and unwillingness to commit to change at individual level as well as finding the solution for the root cause. This research would focus on qualitative data collection techniques. To capture the wanted information, preliminary interviews have been conducted to form the root cause analysis on how PT Sumber Belajar Berkah’s transformation was conducted and how the change in PT Sumber Belajar Berkah were carried out which has been explained in the first chapter. Analysis through 5 Whys to uncover potential root cause concluded to focus on change readiness and and change commitment at individual level. To collect data in relation to the drivers of both variables, a series of interviews were carried. Then data analysis in the form of thematic analysis was conducted through ChatGPT Plus to form key themes derived from the interview result. From the analysis result, conclusions and recommendations were formulated pertaining to how PT Sumber Belajar Berkah could alleviate the individual change readiness and commitment. The research design illustrated in the Figure III.1. 49 Figure III. 1 Research Design for PT Sumber Belajar Berkah III.2 Data Collection Method The primary data collection method for this study involved a series of interviews. These interviews targeted individuals who have experienced PT Sumber Belajar Berkah’s organizational transformation over the period of pre and during transformation, ensuring relevant and insightful perspectives. The interviews were conducted on a face-to-face basis to facilitate deeper engagement and a better understanding of the participants’ experiences. The interview process was designed to capture detail from the first person who was involved in the phenomenon, in this case those who were involved in the transformation process. The interview would also put in Non Disclosure Agreement (NDA) in order to protect the confidentiality of the interviewee and promised that the data used in this research would be in the form of an 50 aggregation and did not identify individual participants with their own result as their name were masked with Participant 1-6. The interview process followed an open-ended format, so that the participants could share their experiences and perspectives. Each interview were conducted for around 30 to 60 minutes, this enabled a sufficient in-depth interview unearthing crucial information. The questions of the interviews were constructed based on the developed conceptual framework utilized in this study based on the Figure II.3. This ensured that the interview will be able to answer some of the research question and be in line with the research. For example, a question included “What kind of attempt has the leader shown in order to lead and contribute to the change in the organization?” In order to gather the best information from the sources, the interview were carried in Bahasa Indonesia, ensuring that participants could expressed themselves comfortably and clearly. Table III. 1 List of interview questions on drivers of change readiness and commitment Drivers List of Questions Transformatio nal Leadership 1. What kind of attempt has the leader shown in order to lead and contribute to the change in the organization. a. Has the leader shown creating clear vision and challenging goals regarding the transformation. b. Has the leader shown promoting intelligence, rationality and careful problem-solving. c. Has the leader considered and treated individuals differently during the transformation. 51 2. On the scale of 1-5, how important are transformational leaders in your opinion to help generate change readiness and change commitment. 3. On the scale of 1-5, is the current leader shown transformational traits in order to generate change readiness and change commitment. 4. What is your recommendation to improve the transformational leadership traits for the leaders in the organization. Perceived Organizationa l Support (POS) 1. What kind of support has been given by the organization during the transformation process. 2. On the scale of 1-5, how important is organizational support to generate change readiness and change commitment. 3. On the scale of 1-5, is the current organizational support sufficient to generate change readiness and change commitment. 4.