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Edit Comment Close Premium member Presentation Transcript Third SIAP/ESCAP Management Seminarfor the Heads of National Statistical Offices (NSOs) in Asia and the Pacific : Third SIAP/ESCAP Management Seminarfor the Heads of National Statistical Offices (NSOs) in Asia and the Pacific 31 January – 02 February 2005, Bangkok, Thailand Theme: Managing Change : Theme: Managing Change What New Things Will NSOs Have To Do or How Will The Same Things Be Done Differently Objective : Objective To learn the different phases of Change Management in statistical activities addressing the requirements of the development agenda, including the MDGs Overall Output : Overall Output A draft of the work plan arising from the Case Study Day 1 (31 January 2005) : Day 1 (31 January 2005) Day 2 (01 February 2005) : Day 2 (01 February 2005) Day 3 (02 February 2005) : Day 3 (02 February 2005) Expectations : Expectations hopes fears Ground Rules : Ground Rules What are some ground rules to guide our work together during this retreat? CORPORATE LESSONS : CORPORATE LESSONS So, we will be going through change Here’s three lessons from large corporations to help you survive change…. CORPORATE LESSON 1 : CORPORATE LESSON 1 CORPORATE LESSON 1 : CORPORATE LESSON 1 Moral of the story is…. To be sitting and doing nothing you must be sitting very, very high up. CORPORATE LESSON 2 : CORPORATE LESSON 2 The turkey pecked at a lump of dung and found that it actually gave him enough strength to reach the first branch of the tree. The next day, after eating more dung, he reached the second branch. Finally after a fortnight, there he was proudly perched at the top of the tree Soon he was spotted by a farmer Who promptly shot the turkey out of the tree. CORPORATE LESSON 2 : CORPORATE LESSON 2 Moral of the story: Bullshit might get you to the top, but it won't keep you there. CORPORATE LESSON 3 : CORPORATE LESSON 3 A little bird was flying south for the winter. As the frozen bird lay there in the pile of cow dung, it began to realise how warm it was. The dung was actually thawing him out! He lay there all warm and happy, and soon began to sing for joy. Following the sound, the cat discovered the bird under the pile of cow dung, and promptly dug him out and ate him! CORPORATE LESSON 3 : CORPORATE LESSON 3 The morals of this story are: 1) Not everyone who drops shit on you is your enemy. 2) Not everyone who gets you out of shit is your friend. 3) And when you're in deep shit,keep your mouth shut Managing Change : Prof.Dr.Aung Tun Thet, UN System Staff College Managing Change Current situation in the world : Current situation in the world One billion people live on less than $1 a day Another 2.7 billion survive on less than $2 a day 6 million children a year die from malnutrition before their fifth birthday Every 3.6 seconds, someone dies of starvation 11 million children die – most under the age of five every year, and more than 6 million of them from completely preventable causes like, malaria, diarrhoea and pneumonia 114 million children do not get even a basic education More than 2.6 billion people lack basic sanitation 5 million, mostly children, die every year from water-borne diseases MDGs : MDGs Eradicate extreme poverty and hunger Achieve universal primary education Promote gender equality and empower women Reduce child mortality Improve maternal health Combat HIV, AIDS, Malaria and other diseases Ensure environmental sustainability Develop a global partnership for development The Millennium Project Report : The Millennium Project Report “First, each country should map the key dimensions and underlying determinants of extreme poverty – by region, locality and gender – as best as possible with available data.” Country level processes to achieve the Goals, pp.24 Introduction : Introduction Change is the singly most important element of successful management To remain effective, organizations (and individuals in them) have to adopt a positive attitude to change Ignoring or trivialising change can be costly Change : Change No organization is immune to change To cope with new external and internal forces, leaders have sought to fundamentally alter the way their organizations work The change process involves Eight critical stages : The change process involves Eight critical stages Establish a Sense of Urgency : Establish a Sense of Urgency Examine external realities Identify and discuss crises, potential crises, or major opportunities Form a Powerful Guiding Coalition : Form a Powerful Guiding Coalition Assemble a group with enough power to lead the change effort Encourage the group to work as a team 3. Create a Vision : 3. Create a Vision Create a vision to help direct the change effort Develop strategies for achieving that vision 4. Communicate the Vision : 4. Communicate the Vision Use everything possible to communicate the new vision and strategies Teach new behaviors by the example of the guiding coalition 5. Empower Others to Act on the Vision : 5. Empower Others to Act on the Vision Get rid of obstacles to change Change systems or structures that seriously undermine the vision Encourage risk taking and nontraditional ideas, activities, and actions 6. Plan for and Create Short-Term Wins : 6. Plan for and Create Short-Term Wins Plan for visible performance improvements Create those improvements Recognize and reward employees involved in the improvements 7. Consolidate Improvements and Produce Still More Change : 7. Consolidate Improvements and Produce Still More Change Use increased credibility to change systems, structures, and policies that don't fit the vision Hire, promote, and develop employees who can implement the vision Reinvigorate the process with new projects, themes, and change agents 8. Institutionalize New Approaches : 8. Institutionalize New Approaches Articulate the connections between the new behaviors and organizational success Develop the means to ensure leadership development and succession Slide 32: While there is no single source of change, there is a clear pattern to the reasons for failure Most often, it is a leader's attempt to shortcut a critical phase of the change process Certainly, there is room for flexibility in the eight steps that underlie successful change - but not a lot of room Four Mistakes : Four Mistakes The source of most failures of change 1. Writing a memo instead of lighting a fire : 1. Writing a memo instead of lighting a fire Change efforts fail at the first critical step - establishing a sense of urgency Too often leaders launch their initiatives by calling a meeting then expect people to “buy-in” It doesn't happen 2. Talking too much and saying too little : 2. Talking too much and saying too little Most leaders undercommunicate their change vision by a factor of 10 An effective change vision must include new, aligned behaviors on the part of senior executives Leading by example People watch their bosses very closely Inconsistent behavior by a manager fuel the cynicism and frustration 3. Declaring victory before the war is over : 3. Declaring victory before the war is over It is important to celebrate results but underestimating the difficulty and duration of organizational transformation can be catastrophic If you settle for too little too soon, you will probably lose it all Celebrating incremental improvements is good to mark progress and sustain commitment - but don't forget how much work is still needed 4. Looking for villains in all the wrong places : 4. Looking for villains in all the wrong places The perception that large organizations are filled with middle managers who resist all change is not only unfair but untrue People at every level are engaged in change processes The biggest obstacles to change are not middle managers but, more often, those who work just a level or two below the CEO - vice presidents, directors, general managers, and others who may have the most to lose in a change That's why it is crucial to build a guiding coalition that represents all levels of the organization Slide 38: All institutions need effective leadership, but nowhere is the need greater than in the organization seeking to transform itself Slide 39: YOU must be the change you wish to see in the world Mahatma Gandhi Four Dimensions Of Change : Four Dimensions Of Change Understanding Change Implementing Change Planning Change Consolidating Change Questions To Ask Yourself : Questions To Ask Yourself Questions To Ask Yourself : Questions To Ask Yourself Have I involved everyone who should be involved? Do I and my colleagues really believe that involvement is essential for successful CHANGE? Has the case for CHANGE been communicated and understood? Have people had the necessary training and preparation? Have management layers been kept to a minimum? Producing change : Producing change Is 80 percent leadership - establishing direction, aligning, motivating, and inspiring people – And 20 percent management - planning, budgeting, organizing, and problem solving Unfortunately, in most of the change efforts, these percentages are reversed Questions To Ask Yourself : Questions To Ask Yourself Have I ensured that everybody knows what benefits are expected from the CHANGE? Does everybody fully understand and accept the case for CHANGE? Can I answer everybody’s vital question: “What’s in it for me?” Will the planned CHANGES genuinely make people’s jobs more interesting? What would I want done for me if my job was at stake? Points To Remember : Points To Remember (1) : (1) Change should not begin until all key questions are answered Involve people in plans Measurement is the key to realistic planning People work best if they identify a change with their self-interest Long documents, long words, and long explanations are off-putting Objectives must be few in number and unambiguous (2) : (2) The likely consequences of change, inside and outside the organization, need to be considered thoroughly All key managers must fully commit themselves to the change philosophy Vital needs that must be supplied should be identified and catered for There needs to be regular liaison between all departments and functions affected by the CHANGE Everyone should understand the importance of treating others as allies, not enemies People at all levels are fully capable of understanding the business case for CHANGE (3) : (3) Emotion cannot be countered by reason alone, but requires emotional reassurance Once trust is lost, it is very difficult to win back Criticism is not necessarily mere resistance; it may be well founded Once the CHANGE programme is up and running – and working – resistance will dwindle In overcoming resistance, prevention is better than cure (4) : (4) Confronting opposition and opponents is a painful necessary If obstructive ringleaders will not reform, they will have to leave All senior people should develop the habit of taking and listening to everybody (5) : (5) Self-criticism needs to be allied with self-confidence If people whole heartedly support CHANGE, they will become its ardent defenders Any set-up should be re-examined and improved periodically Do’s and Don’ts : Do’s and Don’ts (1) : (1) Do invite suggestions from everyone Do hold frequent formal and informal meetings Do involve teams in planning as well as implementation Do manage people’s expectations with care Don’t make offers people cannot refuse Don’t keep unnecessary secrets or tell any lies Don’t forget that CHANGES should improve organizational results Don’t leave anybody out in the cold (2) : (2) Do promote comradeship among CHANGE agents Do give CHANGE agents stretching tasks Do encourage people to form and follow up ideas for CHANGE Do listen to what CHANGE agents say about morale and reactions Don’t assume that older people are too set in their ways to be CHANGE agents Don’t discourage others by singling out CHANGE agents for special treatment Don’t prevent CHANGE agents from using their initiative Don’t create an atmosphere of secrecy Additional Issues : Additional Issues Using Change Agents: Qualities of change agents : Using Change Agents: Qualities of change agents Realistic Effective Communication Attentive listener Ideas person Good collaborator Restless Eager for improvement Emotional Reactions to Change : Emotional Reactions to Change Time Active Passive Emotional response Stability at the Point of change Inability to act Denial Anger Bargaining Depression Acceptance Testing Dealing With Negative Reactions To Change : Dealing With Negative Reactions To Change Studying All Angles of Change : Studying All Angles of Change Revision of a CHANGE programme : Revision of a CHANGE programme Implement CHANGE programme Measure results and obtain feedback If successful, continue programme If necessary, revise programme Individual Work : Individual Work Please write down on coloured cards What NEW things NSOs Have to Do HOW will the SAME things be done differently As the result of the requirements of MD/MDGs The Truth About Coping With Change : The Truth About Coping With Change Most People Resist Any Change That Doesn’t Jingle in Their Pockets : Most People Resist Any Change That Doesn’t Jingle in Their Pockets Resistance To Change : Resistance To Change Doesn’t surface in standardized ways Can be overt, implicit, immediate, or deferred Easiest for management to deal with when it is overt and immediate More challenging if it is implicit or deferred Resistance To Change : Resistance To Change Organizations and individuals resist change In one sense this is positive since it provides a degree of stability and predictability to bahaviour Without resistance organizational behaviour will lead to chaotic randomness Resistance To Change : Resistance To Change Is a source of functional conflict Can stimulate healthy debate Hinders adaptation and progress Resistance to Change : Individuals : Resistance to Change : Individuals Sources of resistance – Habit; Security; Economic Factors, Fear of the Unknown Habit, i.e., programmed responses helps us cope with complexities of life; when confronted with change this tendency to respond in our accustomed ways becomes a source of resistance Resistance to Change: Individuals : Resistance to Change: Individuals Security – People with a high need for security are likely to resist change because it threatens their sense of insecurity Economic Factors – Concern that changes will result in lower income; Fear that they cannot perform new tasks or routines especially when pay is closely tied to productivity Resistance to Change: Individuals : Resistance to Change: Individuals Fear of the unknown – Change substitutes ambiguity and uncertainty for the known; You trade known for the unknown and the fear and insecurity that goes with it Resistance to Change: Organizations : Resistance to Change: Organizations Organizations are conservative – actively resist change change through structural and group inertia and threats to member expertise, power relationships and established resource allocations Resistance to Change: Organizations : Resistance to Change: Organizations Organizations have built-in mechanisms to produce stability – systematically select certain people and certain people out, people are hired into an organization are chosen for for and then shaped and directed to behave in certain ways When the organization is confronted with change this structural inertia acts as a counter balance to sustain stability Resistance to Change: Organizations : Resistance to Change: Organizations Even if individuals want to change their behaviour, group norms act as a constraint Any redistribution of decision-making as the result of change threatens the long-established power relationships Groups in the organization that control sizeable resources often see change as a threat, those that benefit from current al.location of resources feel threatened by changes that may effect future allocations What should the manager do? : What should the manager do? Initiating change is an important part of the manager’s job Expect resistance to change come in a number of forms Prepare to undermine this resistance How to undermine resistance : How to undermine resistance Provide rewards for accepting change Communicating reasons for why change is necessary Including people who will be effected by the change to participate in change decisions Use Participation To Reduce Resistance to Change : Use Participation To Reduce Resistance to Change Participation : Participation Having staff participate in decisions that affect them is no panacea Has only a modest influence on employee productivity, motivation and job satisfaction A potent force for combating resistance to change Right conditions for using participation : Right conditions for using participation Adequate time to participate Issues are relevant Staff have the ability to participate Organizational culture support staff involvement With the right conditions : With the right conditions Participation can reduce resistance, obtain commitment and increase the quality of the change decision You Can Teach Old Dog New Tricks : You Can Teach Old Dog New Tricks Age Discrimination : Age Discrimination Western cultures have historically been biased towards youth There is still a prejudice against hiring or investing in staff over age 50 Part of this prejudice reflects the widely-held stereotype that older workers have difficulties with change Older staff are perceived as being inflexible, resistant to change and less trainable than their younger counterparts These perceptions are wrong : These perceptions are wrong Older workers want to learn and are just as capable of learning as any other They may take longer to train but once trained perform at comparable levels to younger workers Age is found not to be related to learning and training outcomes These perceptions are wrong : These perceptions are wrong Older workers are more committed in that they are less likely to quit their jobs that their younger counterparts They have lower rates of avoidable absences Workers 65 and over record higher job satisfaction scores than their co-workers aged 45-64 Group Work : Group Work Group Work Arrangement : Group Work Arrangement Participants will be divided into four groups according to the attached group list Four rapporteurs (one for each group) will be pre-selected Group rapporteurs will report back to the plenary Module I – Understanding ChangeGroup Work : Module I – Understanding ChangeGroup Work Day 1 (31 January 2005) 10:30-15:00 “Critical Assumptions of the Action Plan and Considerations of Alternative Course of Actions” Objectives : Objectives Participants will be able to: Learn how to assess and validate the assumptions Identify an alternative course of actions and key tasks assessing their feasibility Expected Outputs : Expected Outputs A list of assumptions for each tasks of the selected two actions A list of proposed alternative course of actions for the two actions Directions : Directions Complete a worksheet “Critical assumptions and alternative course of actions”, in relation to the Case Study Develop and propose an alternative course of actions in implementing selected two actions Worksheet: Critical Assumptions and Alternative Course of Actions : Worksheet: Critical Assumptions and Alternative Course of Actions Day 1 (31 January 2005) : Day 1 (31 January 2005) Module II – Planning ChangeGroup Work : Module II – Planning ChangeGroup Work Day 1 (31 January 2005) 15:30-17:00 Day 2 (01 February 2005) 09:00-10:30 “Securing commitments of partners and stakeholders and identifying coordination mechanisms” Objectives : Objectives Participants will be able to: Learn how to identify What needs to be done, by WHOM, with WHAT RESOURCES, by WHEN and possible COORDINATION MECHANISMS Expected Outputs : Expected Outputs A draft of detailed Action Plan with the following specifications: WHAT needs to be done, with WHAT RESOURCES, by WHEN, and COORDINATION MECHANISMS Directions – Each Group : Directions – Each Group Determines major components of the tasks and assign actors involved for the ACTION PLAN Determines required key resources and examines the availability of them – financial, expertise, professional staff, facilities and equipment Discusses the time frame to ensure that the key actors and activities are properly coordinated in time Identifies and highlights in the Worksheet, the tasks for which no clear actor identified, unclear funding sources, capacity limitations of staff, other resource requirements could not be identified Worksheet: Resources Availability Assessment : Worksheet: Resources Availability Assessment Day 2 (01 February 2005) : Day 2 (01 February 2005) “Change is Progress – except when it happens to us” : “Change is Progress – except when it happens to us” UN SYSTEM STAFF COLLEGE The Principle of Exceptionalism : The Principle of Exceptionalism While change elsewhere is desirable, we are a special case – immune from powerful improvement Results-Based Management : Results-Based Management The key is the Results Chain RBM : RBM efficiency effectiveness ASSUMPTIONS Remember : Remember SHOW ME I might remember INVOLVE ME I will never forget Slide 101: Action 1: Develop provincial level poverty indicators * SCI: Statistical Centre of Iran * MPO: Managing and Planning Organization * MOSW: Ministry of Social Welfare Slide 102: Action 2: Improve data quality Module III – Implementing and Consolidating ChangeGroup Work : Module III – Implementing and Consolidating ChangeGroup Work Day 2 (01 February 2005) 11:00-17:00 “Identifying Monitoring Systems, including mechanisms and indicators of work progress” Objectives : Objectives Participants will be able to: Learn how to establish good monitoring mechanisms to achieve Action Plan objectives Expected Outputs : Expected Outputs Proposed mechanisms to monitor the ACTION PLAN implementation process Directions – Each Group : Directions – Each Group Identifies and proposes measurable indicators for the results Recommends monitoring mechanisms to give an on-going overview of the ACTION PLAN implementation process Discuss what methods you will use to check progress Discuss what methods you will use to measure the success of the ACTION PLAN implementation process Day 3 (02 February 2005) : Day 3 (02 February 2005) Slide 108: Being A Change Agent “Boiling Frog” phenomenon : “Boiling Frog” phenomenon Frog Prince : Frog Prince You have to kiss many frogs before you find the Frog Prince Understanding the Change Process : Understanding the Change Process We need to be able to work with change at the very micro-level (persuading individuals within organizations to work in new or different ways) We also need need to be influencing the agenda at the macro-level – changing public opinions Our Roles in the Change Process : Our Roles in the Change Process As Change Agents : As Change Agents We need to consider two dimensions Our position in relation to the organization Our association with the change – either proactive or reactive role Matrix of Strategic Roles : Matrix of Strategic Roles Question : Question How might you use the four strategic change agent roles in relation to NSOs ? 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Management Seminar aSGuest371 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 716 Category: Others/ Misc License: All Rights Reserved Like it (0) Dislike it (0) Added: October 01, 2008 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... By: m.naqvi (27 month(s) ago) how can i download this ppt presentation Saving..... Post Reply Close Saving..... Edit Comment Close By: faisal2 (43 month(s) ago) Thank you for the Presentation useful But can i download the Presentation because I need it pleas. Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Third SIAP/ESCAP Management Seminarfor the Heads of National Statistical Offices (NSOs) in Asia and the Pacific : Third SIAP/ESCAP Management Seminarfor the Heads of National Statistical Offices (NSOs) in Asia and the Pacific 31 January – 02 February 2005, Bangkok, Thailand Theme: Managing Change : Theme: Managing Change What New Things Will NSOs Have To Do or How Will The Same Things Be Done Differently Objective : Objective To learn the different phases of Change Management in statistical activities addressing the requirements of the development agenda, including the MDGs Overall Output : Overall Output A draft of the work plan arising from the Case Study Day 1 (31 January 2005) : Day 1 (31 January 2005) Day 2 (01 February 2005) : Day 2 (01 February 2005) Day 3 (02 February 2005) : Day 3 (02 February 2005) Expectations : Expectations hopes fears Ground Rules : Ground Rules What are some ground rules to guide our work together during this retreat? CORPORATE LESSONS : CORPORATE LESSONS So, we will be going through change Here’s three lessons from large corporations to help you survive change…. CORPORATE LESSON 1 : CORPORATE LESSON 1 CORPORATE LESSON 1 : CORPORATE LESSON 1 Moral of the story is…. To be sitting and doing nothing you must be sitting very, very high up. CORPORATE LESSON 2 : CORPORATE LESSON 2 The turkey pecked at a lump of dung and found that it actually gave him enough strength to reach the first branch of the tree. The next day, after eating more dung, he reached the second branch. Finally after a fortnight, there he was proudly perched at the top of the tree Soon he was spotted by a farmer Who promptly shot the turkey out of the tree. CORPORATE LESSON 2 : CORPORATE LESSON 2 Moral of the story: Bullshit might get you to the top, but it won't keep you there. CORPORATE LESSON 3 : CORPORATE LESSON 3 A little bird was flying south for the winter. As the frozen bird lay there in the pile of cow dung, it began to realise how warm it was. The dung was actually thawing him out! He lay there all warm and happy, and soon began to sing for joy. Following the sound, the cat discovered the bird under the pile of cow dung, and promptly dug him out and ate him! CORPORATE LESSON 3 : CORPORATE LESSON 3 The morals of this story are: 1) Not everyone who drops shit on you is your enemy. 2) Not everyone who gets you out of shit is your friend. 3) And when you're in deep shit,keep your mouth shut Managing Change : Prof.Dr.Aung Tun Thet, UN System Staff College Managing Change Current situation in the world : Current situation in the world One billion people live on less than $1 a day Another 2.7 billion survive on less than $2 a day 6 million children a year die from malnutrition before their fifth birthday Every 3.6 seconds, someone dies of starvation 11 million children die – most under the age of five every year, and more than 6 million of them from completely preventable causes like, malaria, diarrhoea and pneumonia 114 million children do not get even a basic education More than 2.6 billion people lack basic sanitation 5 million, mostly children, die every year from water-borne diseases MDGs : MDGs Eradicate extreme poverty and hunger Achieve universal primary education Promote gender equality and empower women Reduce child mortality Improve maternal health Combat HIV, AIDS, Malaria and other diseases Ensure environmental sustainability Develop a global partnership for development The Millennium Project Report : The Millennium Project Report “First, each country should map the key dimensions and underlying determinants of extreme poverty – by region, locality and gender – as best as possible with available data.” Country level processes to achieve the Goals, pp.24 Introduction : Introduction Change is the singly most important element of successful management To remain effective, organizations (and individuals in them) have to adopt a positive attitude to change Ignoring or trivialising change can be costly Change : Change No organization is immune to change To cope with new external and internal forces, leaders have sought to fundamentally alter the way their organizations work The change process involves Eight critical stages : The change process involves Eight critical stages Establish a Sense of Urgency : Establish a Sense of Urgency Examine external realities Identify and discuss crises, potential crises, or major opportunities Form a Powerful Guiding Coalition : Form a Powerful Guiding Coalition Assemble a group with enough power to lead the change effort Encourage the group to work as a team 3. Create a Vision : 3. Create a Vision Create a vision to help direct the change effort Develop strategies for achieving that vision 4. Communicate the Vision : 4. Communicate the Vision Use everything possible to communicate the new vision and strategies Teach new behaviors by the example of the guiding coalition 5. Empower Others to Act on the Vision : 5. Empower Others to Act on the Vision Get rid of obstacles to change Change systems or structures that seriously undermine the vision Encourage risk taking and nontraditional ideas, activities, and actions 6. Plan for and Create Short-Term Wins : 6. Plan for and Create Short-Term Wins Plan for visible performance improvements Create those improvements Recognize and reward employees involved in the improvements 7. Consolidate Improvements and Produce Still More Change : 7. Consolidate Improvements and Produce Still More Change Use increased credibility to change systems, structures, and policies that don't fit the vision Hire, promote, and develop employees who can implement the vision Reinvigorate the process with new projects, themes, and change agents 8. Institutionalize New Approaches : 8. Institutionalize New Approaches Articulate the connections between the new behaviors and organizational success Develop the means to ensure leadership development and succession Slide 32: While there is no single source of change, there is a clear pattern to the reasons for failure Most often, it is a leader's attempt to shortcut a critical phase of the change process Certainly, there is room for flexibility in the eight steps that underlie successful change - but not a lot of room Four Mistakes : Four Mistakes The source of most failures of change 1. Writing a memo instead of lighting a fire : 1. Writing a memo instead of lighting a fire Change efforts fail at the first critical step - establishing a sense of urgency Too often leaders launch their initiatives by calling a meeting then expect people to “buy-in” It doesn't happen 2. Talking too much and saying too little : 2. Talking too much and saying too little Most leaders undercommunicate their change vision by a factor of 10 An effective change vision must include new, aligned behaviors on the part of senior executives Leading by example People watch their bosses very closely Inconsistent behavior by a manager fuel the cynicism and frustration 3. Declaring victory before the war is over : 3. Declaring victory before the war is over It is important to celebrate results but underestimating the difficulty and duration of organizational transformation can be catastrophic If you settle for too little too soon, you will probably lose it all Celebrating incremental improvements is good to mark progress and sustain commitment - but don't forget how much work is still needed 4. Looking for villains in all the wrong places : 4. Looking for villains in all the wrong places The perception that large organizations are filled with middle managers who resist all change is not only unfair but untrue People at every level are engaged in change processes The biggest obstacles to change are not middle managers but, more often, those who work just a level or two below the CEO - vice presidents, directors, general managers, and others who may have the most to lose in a change That's why it is crucial to build a guiding coalition that represents all levels of the organization Slide 38: All institutions need effective leadership, but nowhere is the need greater than in the organization seeking to transform itself Slide 39: YOU must be the change you wish to see in the world Mahatma Gandhi Four Dimensions Of Change : Four Dimensions Of Change Understanding Change Implementing Change Planning Change Consolidating Change Questions To Ask Yourself : Questions To Ask Yourself Questions To Ask Yourself : Questions To Ask Yourself Have I involved everyone who should be involved? Do I and my colleagues really believe that involvement is essential for successful CHANGE? Has the case for CHANGE been communicated and understood? Have people had the necessary training and preparation? Have management layers been kept to a minimum? Producing change : Producing change Is 80 percent leadership - establishing direction, aligning, motivating, and inspiring people – And 20 percent management - planning, budgeting, organizing, and problem solving Unfortunately, in most of the change efforts, these percentages are reversed Questions To Ask Yourself : Questions To Ask Yourself Have I ensured that everybody knows what benefits are expected from the CHANGE? Does everybody fully understand and accept the case for CHANGE? Can I answer everybody’s vital question: “What’s in it for me?” Will the planned CHANGES genuinely make people’s jobs more interesting? What would I want done for me if my job was at stake? Points To Remember : Points To Remember (1) : (1) Change should not begin until all key questions are answered Involve people in plans Measurement is the key to realistic planning People work best if they identify a change with their self-interest Long documents, long words, and long explanations are off-putting Objectives must be few in number and unambiguous (2) : (2) The likely consequences of change, inside and outside the organization, need to be considered thoroughly All key managers must fully commit themselves to the change philosophy Vital needs that must be supplied should be identified and catered for There needs to be regular liaison between all departments and functions affected by the CHANGE Everyone should understand the importance of treating others as allies, not enemies People at all levels are fully capable of understanding the business case for CHANGE (3) : (3) Emotion cannot be countered by reason alone, but requires emotional reassurance Once trust is lost, it is very difficult to win back Criticism is not necessarily mere resistance; it may be well founded Once the CHANGE programme is up and running – and working – resistance will dwindle In overcoming resistance, prevention is better than cure (4) : (4) Confronting opposition and opponents is a painful necessary If obstructive ringleaders will not reform, they will have to leave All senior people should develop the habit of taking and listening to everybody (5) : (5) Self-criticism needs to be allied with self-confidence If people whole heartedly support CHANGE, they will become its ardent defenders Any set-up should be re-examined and improved periodically Do’s and Don’ts : Do’s and Don’ts (1) : (1) Do invite suggestions from everyone Do hold frequent formal and informal meetings Do involve teams in planning as well as implementation Do manage people’s expectations with care Don’t make offers people cannot refuse Don’t keep unnecessary secrets or tell any lies Don’t forget that CHANGES should improve organizational results Don’t leave anybody out in the cold (2) : (2) Do promote comradeship among CHANGE agents Do give CHANGE agents stretching tasks Do encourage people to form and follow up ideas for CHANGE Do listen to what CHANGE agents say about morale and reactions Don’t assume that older people are too set in their ways to be CHANGE agents Don’t discourage others by singling out CHANGE agents for special treatment Don’t prevent CHANGE agents from using their initiative Don’t create an atmosphere of secrecy Additional Issues : Additional Issues Using Change Agents: Qualities of change agents : Using Change Agents: Qualities of change agents Realistic Effective Communication Attentive listener Ideas person Good collaborator Restless Eager for improvement Emotional Reactions to Change : Emotional Reactions to Change Time Active Passive Emotional response Stability at the Point of change Inability to act Denial Anger Bargaining Depression Acceptance Testing Dealing With Negative Reactions To Change : Dealing With Negative Reactions To Change Studying All Angles of Change : Studying All Angles of Change Revision of a CHANGE programme : Revision of a CHANGE programme Implement CHANGE programme Measure results and obtain feedback If successful, continue programme If necessary, revise programme Individual Work : Individual Work Please write down on coloured cards What NEW things NSOs Have to Do HOW will the SAME things be done differently As the result of the requirements of MD/MDGs The Truth About Coping With Change : The Truth About Coping With Change Most People Resist Any Change That Doesn’t Jingle in Their Pockets : Most People Resist Any Change That Doesn’t Jingle in Their Pockets Resistance To Change : Resistance To Change Doesn’t surface in standardized ways Can be overt, implicit, immediate, or deferred Easiest for management to deal with when it is overt and immediate More challenging if it is implicit or deferred Resistance To Change : Resistance To Change Organizations and individuals resist change In one sense this is positive since it provides a degree of stability and predictability to bahaviour Without resistance organizational behaviour will lead to chaotic randomness Resistance To Change : Resistance To Change Is a source of functional conflict Can stimulate healthy debate Hinders adaptation and progress Resistance to Change : Individuals : Resistance to Change : Individuals Sources of resistance – Habit; Security; Economic Factors, Fear of the Unknown Habit, i.e., programmed responses helps us cope with complexities of life; when confronted with change this tendency to respond in our accustomed ways becomes a source of resistance Resistance to Change: Individuals : Resistance to Change: Individuals Security – People with a high need for security are likely to resist change because it threatens their sense of insecurity Economic Factors – Concern that changes will result in lower income; Fear that they cannot perform new tasks or routines especially when pay is closely tied to productivity Resistance to Change: Individuals : Resistance to Change: Individuals Fear of the unknown – Change substitutes ambiguity and uncertainty for the known; You trade known for the unknown and the fear and insecurity that goes with it Resistance to Change: Organizations : Resistance to Change: Organizations Organizations are conservative – actively resist change change through structural and group inertia and threats to member expertise, power relationships and established resource allocations Resistance to Change: Organizations : Resistance to Change: Organizations Organizations have built-in mechanisms to produce stability – systematically select certain people and certain people out, people are hired into an organization are chosen for for and then shaped and directed to behave in certain ways When the organization is confronted with change this structural inertia acts as a counter balance to sustain stability Resistance to Change: Organizations : Resistance to Change: Organizations Even if individuals want to change their behaviour, group norms act as a constraint Any redistribution of decision-making as the result of change threatens the long-established power relationships Groups in the organization that control sizeable resources often see change as a threat, those that benefit from current al.location of resources feel threatened by changes that may effect future allocations What should the manager do? : What should the manager do? Initiating change is an important part of the manager’s job Expect resistance to change come in a number of forms Prepare to undermine this resistance How to undermine resistance : How to undermine resistance Provide rewards for accepting change Communicating reasons for why change is necessary Including people who will be effected by the change to participate in change decisions Use Participation To Reduce Resistance to Change : Use Participation To Reduce Resistance to Change Participation : Participation Having staff participate in decisions that affect them is no panacea Has only a modest influence on employee productivity, motivation and job satisfaction A potent force for combating resistance to change Right conditions for using participation : Right conditions for using participation Adequate time to participate Issues are relevant Staff have the ability to participate Organizational culture support staff involvement With the right conditions : With the right conditions Participation can reduce resistance, obtain commitment and increase the quality of the change decision You Can Teach Old Dog New Tricks : You Can Teach Old Dog New Tricks Age Discrimination : Age Discrimination Western cultures have historically been biased towards youth There is still a prejudice against hiring or investing in staff over age 50 Part of this prejudice reflects the widely-held stereotype that older workers have difficulties with change Older staff are perceived as being inflexible, resistant to change and less trainable than their younger counterparts These perceptions are wrong : These perceptions are wrong Older workers want to learn and are just as capable of learning as any other They may take longer to train but once trained perform at comparable levels to younger workers Age is found not to be related to learning and training outcomes These perceptions are wrong : These perceptions are wrong Older workers are more committed in that they are less likely to quit their jobs that their younger counterparts They have lower rates of avoidable absences Workers 65 and over record higher job satisfaction scores than their co-workers aged 45-64 Group Work : Group Work Group Work Arrangement : Group Work Arrangement Participants will be divided into four groups according to the attached group list Four rapporteurs (one for each group) will be pre-selected Group rapporteurs will report back to the plenary Module I – Understanding ChangeGroup Work : Module I – Understanding ChangeGroup Work Day 1 (31 January 2005) 10:30-15:00 “Critical Assumptions of the Action Plan and Considerations of Alternative Course of Actions” Objectives : Objectives Participants will be able to: Learn how to assess and validate the assumptions Identify an alternative course of actions and key tasks assessing their feasibility Expected Outputs : Expected Outputs A list of assumptions for each tasks of the selected two actions A list of proposed alternative course of actions for the two actions Directions : Directions Complete a worksheet “Critical assumptions and alternative course of actions”, in relation to the Case Study Develop and propose an alternative course of actions in implementing selected two actions Worksheet: Critical Assumptions and Alternative Course of Actions : Worksheet: Critical Assumptions and Alternative Course of Actions Day 1 (31 January 2005) : Day 1 (31 January 2005) Module II – Planning ChangeGroup Work : Module II – Planning ChangeGroup Work Day 1 (31 January 2005) 15:30-17:00 Day 2 (01 February 2005) 09:00-10:30 “Securing commitments of partners and stakeholders and identifying coordination mechanisms” Objectives : Objectives Participants will be able to: Learn how to identify What needs to be done, by WHOM, with WHAT RESOURCES, by WHEN and possible COORDINATION MECHANISMS Expected Outputs : Expected Outputs A draft of detailed Action Plan with the following specifications: WHAT needs to be done, with WHAT RESOURCES, by WHEN, and COORDINATION MECHANISMS Directions – Each Group : Directions – Each Group Determines major components of the tasks and assign actors involved for the ACTION PLAN Determines required key resources and examines the availability of them – financial, expertise, professional staff, facilities and equipment Discusses the time frame to ensure that the key actors and activities are properly coordinated in time Identifies and highlights in the Worksheet, the tasks for which no clear actor identified, unclear funding sources, capacity limitations of staff, other resource requirements could not be identified Worksheet: Resources Availability Assessment : Worksheet: Resources Availability Assessment Day 2 (01 February 2005) : Day 2 (01 February 2005) “Change is Progress – except when it happens to us” : “Change is Progress – except when it happens to us” UN SYSTEM STAFF COLLEGE The Principle of Exceptionalism : The Principle of Exceptionalism While change elsewhere is desirable, we are a special case – immune from powerful improvement Results-Based Management : Results-Based Management The key is the Results Chain RBM : RBM efficiency effectiveness ASSUMPTIONS Remember : Remember SHOW ME I might remember INVOLVE ME I will never forget Slide 101: Action 1: Develop provincial level poverty indicators * SCI: Statistical Centre of Iran * MPO: Managing and Planning Organization * MOSW: Ministry of Social Welfare Slide 102: Action 2: Improve data quality Module III – Implementing and Consolidating ChangeGroup Work : Module III – Implementing and Consolidating ChangeGroup Work Day 2 (01 February 2005) 11:00-17:00 “Identifying Monitoring Systems, including mechanisms and indicators of work progress” Objectives : Objectives Participants will be able to: Learn how to establish good monitoring mechanisms to achieve Action Plan objectives Expected Outputs : Expected Outputs Proposed mechanisms to monitor the ACTION PLAN implementation process Directions – Each Group : Directions – Each Group Identifies and proposes measurable indicators for the results Recommends monitoring mechanisms to give an on-going overview of the ACTION PLAN implementation process Discuss what methods you will use to check progress Discuss what methods you will use to measure the success of the ACTION PLAN implementation process Day 3 (02 February 2005) : Day 3 (02 February 2005) Slide 108: Being A Change Agent “Boiling Frog” phenomenon : “Boiling Frog” phenomenon Frog Prince : Frog Prince You have to kiss many frogs before you find the Frog Prince Understanding the Change Process : Understanding the Change Process We need to be able to work with change at the very micro-level (persuading individuals within organizations to work in new or different ways) We also need need to be influencing the agenda at the macro-level – changing public opinions Our Roles in the Change Process : Our Roles in the Change Process As Change Agents : As Change Agents We need to consider two dimensions Our position in relation to the organization Our association with the change – either proactive or reactive role Matrix of Strategic Roles : Matrix of Strategic Roles Question : Question How might you use the four strategic change agent roles in relation to NSOs ?