CHANGE MANAGEMENT: NEDA EXPERIENCE

Presented by Ms. 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 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

Change Management Team:

-

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 countrys 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 If no participation

Time is too short

Too complex If reminded of past failure Losing group affiliation 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
Director IV Director III Support Group

Public Relations Division

Multimedia Division

Knowledge Resource Division

DIS Mandates/Key Results Areas/ Functional Review 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 EXPERIENCE
High Performing vs Traditional
TASKS
High Performing Self-directed Vision focused Results based Total quality Quantum leaps in productivity Continuous improvement Highest value added per employee VS Traditional Boss-directed Function focused Time based Pwede na, Good enough, Bolelah Static incremental changes Fixed quotas Lowest cost per employee

Employees as knowledge workers

Cooperation Coaching and leading management style

Employees as non-thinking followers

Its not my job Directing and controlling management style

NEDA EXPERIENCE
High Performing vs Traditional
SYSTEMS
High Performing Lean (3-4 levels) Independent business units Self directed work teams Cross functional/enriching work Integrative training approach Open information IT linked Reengineering of process Computer-linked to customers and suppliers Just-in-time operations VS Traditional Hierarchial (5-15 levels) Bureaucratic congiomerates Fixed job descriptions Functional/simplifying work Boring lectures or no training Privileged information grapevine news Efficiency of present systems Non-automated Stockpiling

NEDA EXPERIENCE
High Performing vs Traditional
PARADIGMS
High Performing
Empowered Total responsibility Integrity and vision alignment

VS
Helpless Blaming

Traditional

Segmentation and disconnectedness

Win Win
Abundance Trust welcomes change Diversity

Win Lose
Scarcity Fear resistant to change One best way

Optimism
Universal genius Customer centered World class Essence-based quality

Pessimism
Limited human capacity Production centered Parochial national Quality is externally imposed

NEDA EXPERIENCE
Responsibility Ladder
Celebrate
Achieve Results Solve It Own It Feel It See It

Above the Line

Line

Below the Line

No time/ Im Busy 3 Blaming 4

Confusion/ Tell Me What To Do 5

Durian Victim Cycle (DVC)

Cover My Tail/Protect My Turf 6

Its Not My Job 2

Ignore/ Deny 1

Wait & See 7 No money/ No Budget 8

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].