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CHANGE MANAGEMENT: NEDA EXPERIENCE

CHANGE MANAGEMENT: NEDA EXPERIENCE. Presented by Ms. Florina G. Don-Santos. OUTLINE. Definition of Terms ADKAR Model Change Management Principles Resistance to Change NEDA Experience High Performing vs. Tradition Responsibility Ladder. DEFINITION OF TERMS. Change Management:

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CHANGE MANAGEMENT: NEDA EXPERIENCE

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  1. CHANGE MANAGEMENT: NEDA EXPERIENCE Presented by Ms. Florina G. Don-Santos

  2. OUTLINE • Definition of Terms • ADKAR Model • Change Management Principles • Resistance to Change • NEDA Experience • High Performing vs. Tradition • Responsibility Ladder

  3. 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

  4. 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

  5. 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

  6. THE ADKAR MODEL Awareness Desire Knowledge Ability Reinforcement

  7. CHANGE MANAGEMENT PRINCIPLES Sponsorship Planning Measurement Engagement Support Structure

  8. 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

  9. 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

  10. 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

  11. Director IV Director III Support Group Public Relations Division Multimedia Division Knowledge Resource Division NEDA EXPERIENCE Proposed Organizational Structure of DIS – Library Services Division DIS Mandates/Key Results Areas/ Functional Review • Existing Functions • Proposed Function

  12. 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

  13. 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

  14. 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

  15. NEDA EXPERIENCE High Performing vs Traditional

  16. NEDA EXPERIENCE High Performing vs Traditional

  17. NEDA EXPERIENCE High Performing vs Traditional

  18. NEDA EXPERIENCE Celebrate Responsibility Ladder Achieve Results Solve It Own It Feel It See It Above the Line Line Below the Line Confusion/ Tell Me What To Do 5 Blaming 4 Cover My Tail/Protect My Turf 6 No time/ I’m Busy 3 “Durian” Victim Cycle (DVC) Wait & See 7 It’s Not My Job 2 Ignore/ Deny 1 No money/ No Budget 8

  19. NEDA EXPERIENCE “BE THE CHANGE YOU WANT TO SEE HAPPEN, INSTEAD OF TRYING TO CHANGE EVERYONE ELSE” Thank you!

  20. 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 performinglearning 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].

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