CHANGE MANAGEMENT:NEDA EXPERIENCE

Presented byMs. Florina G. Don-Santos

OUTLINE

I. Definition of Terms

II. ADKAR Model

III. Change Management Principles

IV. Resistance to Change

V. NEDA Experience

VI. High Performing vs. Tradition

VII.Responsibility Ladder

DEFINITION OF TERMS

Change Management:- It is a set of processes that is employed

to ensure that significant changes are implemented in an orderly, controlled and systematic fashion to effect organizational change

Change Management Team:- It is responsible for conducting a

strategic review of its respective operations and organization to identify functions, programs and project which can be scaled down, phased out or abolished, or those which need to be strengthened

DEFINITION OF TERMS

Development Information Staff:- Tasked to develop an effective NEDA

communication and advocacy program; produce and implement a client-oriented publications distribution program; coordinate an effective media relations program and maintain the NEDA Knowledge Center

National Economic and Development Authority:

- The country’s highest socioeconomic development planning and policy-making body

DEFINITION OF TERMS

Rationalization Program:- It is a move to transform the Executive

Branch into a more effective and efficient government

Resistance:- It is an expected reaction of any

organization to some changes especially if the change introduced from the outside. This reaction can be pre-empted if we know the casual reasons

THE ADKAR MODEL

Awareness

Desire

Knowledge

Ability

Reinforcement

CHANGE MANAGEMENT PRINCIPLES

Sponsorship

Planning

Measurement

Engagement

Support Structure

RESISTANCE TO CHANGE

• Lack of info about changes• Protect vested interest and for

convenience

• Losing group affiliation

• If no participation

• Time is too short

• Too complex• If reminded of past failure

• Feel inadequate with the requirements of change

NEDA EXPERIENCE

The Rationalization Program

• Strategic shift in its mandate and functions

• Organizational structure – recommends the creation of a 4th DDG• CSO structure – concentrates on reorienting decision-support

• On staffing pattern – vacant funded positions and filled up positions be used as basis for revision• Formulation of Implementation Plan/ Mitigation Plan/Communication Plan

NEDA EXPERIENCE

Implementing Rules and Regulations

Effectivity of the IRR of EO 366 – 4 October 2004

Organize a Change Management Team with a union or rank and file representative

NEDA EXPERIENCE

Proposed Organizational Structure of DIS – Library Services Division

DIS Mandates/Key Results Areas/ Functional Review

Director IV

Director III

Public Relations Division

Multimedia Division

Knowledge Resource Division

Support Group

• Existing Functions• Proposed Function

NEDA EXPERIENCE

Justification for the Proposed Knowledge Resource Division

• Maintains the NEDA Knowledge Center

• Performs not just the ordinary library functions

• Establishes a network of libraries and information centers

• Strengthens coordinative work with the NEDA Regional Offices

• Actively pursues its digitization process

• Takes charge of distribution program of NEDA publications and information materials

• Focuses on knowledge management

NEDA EXPERIENCE

Assessment of Knowledge Resource Division Functions

• Dysfunctions, gaps and problems of its present function

• Clients/beneficiaries of outputs/service, e.g. Internal/External

• Measures by which Office/Staff can create added value for its customers

• Core functions presently performed and not performed

• Suggested ways to improve service delivery• Relevance of the NEDA Knowledge Center in the

Organization- Rationale- Action Plan- Directions and Outlook

NEDA EXPERIENCE

Competency Job Profiling

• By position

• Qualifications (CSC QS and Preferred)

• Job Outputs

• Duties and Responsibilities

• Competency Requirements

Identification of interventions: training needs assessment

NEDA EXPERIENCEHigh Performing vs Traditional TASKS

High Performing VS Traditional

Self-directed Boss-directed

Vision focused Function focused

Results based Time based

Total quality “Pwede na”, “Good enough”, “Bolelah

Quantum leaps in productivity Static incremental changes

Continuous improvement Fixed quotas

Highest value added per employee

Lowest cost per employee

Employees as knowledge workers

Employees as non-thinking followers

Cooperation “It’s not my job”

Coaching and leading management style

Directing and controlling management style

NEDA EXPERIENCEHigh Performing vs TraditionalSYSTEMS

High Performing VS Traditional

Lean (3-4 levels) Hierarchial (5-15 levels)

Independent business units Bureaucratic congiomerates

Self directed work teams Fixed job descriptions

Cross functional/enriching work Functional/simplifying work

Integrative training approach Boring lectures or no training

Open information – IT linked Privileged information – grapevine news

Reengineering of process Efficiency of present systems

Computer-linked to customers and suppliers

Non-automated

Just-in-time operations Stockpiling

NEDA EXPERIENCEHigh Performing vs TraditionalPARADIGMS

High Performing VS Traditional

Empowered Helpless

Total responsibility Blaming

Integrity and vision alignment Segmentation and disconnectedness

Win – Win Win – Lose

Abundance Scarcity

Trust – welcomes change Fear – resistant to change

Diversity One best way

Optimism Pessimism

Universal genius Limited human capacity

Customer centered Production centered

World class Parochial – national

Essence-based quality Quality is externally imposed

NEDA EXPERIENCE

Responsibility Ladder

See ItFeel It

Own ItSolve It

Achieve Results

Celebrate

Above the Line

LineBelow the Line Blaming

4No time/ I’m Busy

3

It’s Not My Job

2 Ignore/ Deny

1

No money/ No Budget

8

Wait & See7

Cover My Tail/Protect

My Turf6

Confusion/ Tell Me

What To Do5

“Durian” Victim

Cycle (DVC)

NEDA EXPERIENCE

“BE THE CHANGE YOU WANT TO SEE HAPPEN, INSTEAD OF TRYING TO

CHANGE EVERYONE ELSE”

Thank you!

NEDA EXPERIENCE

References

Bridges, William. Managing transitions: making the most of change. Reading Massachusetts: Addison-Wesley Publishing Company, Inc., 1991

Egan, Gerard. Change-agent skills B; managing innovation and change. San /Diego, California: University ASSOCIATES, Inc., 1988.

Integrative Learning International (Phils.), Inc. Building high performing learning organizations. Quezon City: n.d.

Management of change in Scientific organizations. Los Banos: Southeast Asian Regional Center for Graduate Studies and Research in Agriculture and the Research Management Center of the College of Economics and Management, UPLB, 1991

Proposed Rationalization Plan of the National Economic and Development Authority. Pasig City: [2005].