Ppt Change Mgt

Third SIAP/ESCAP Management Seminar for the Heads of National Statistical Offices (NSOs) in Asia and the Pacific

31 January – 02 February 2005, Bangkok, Thailand

Theme: Managing Change

What New Things Will NSOs Have To Do or How Will The Same Things Be Done Differently

Objective • To learn the different phases of Change Management in statistical activities addressing the requirements of the development agenda, including the MDGs

Overall Output • A draft of the work plan arising from the Case Study

Day 1 (31 January 2005) Time

Session

Responsibility

09:00-10:15

-Opening

Mr.Tomas P.Africa, Director, UNSIAP Ms. Davaasuren Ch. UNSIAP Prof.Dr.Aung Tun Thet, UNSSC

-Overview of the Seminar - Overview of the Change Management Process, including the conceptual framework for the Seminar - Break/Photo Module I – Understanding Change 10:15-12:00

12:00-13:30 13:30-15:15

- Presentation - Q/A - Group Work: “Critical Assumptions of the Action Plan and Considerations of Alternative Course of Action”

Prof. Thet

Lunch Group Reports/Plenary Discussions/Conclusions/Recommendations Coffee/Tea Break

Participants/ Resource Persons

Module II – Planning Change 15:15-17:00

- Presentation Dennis Trewin, Australian - Q/A - Group Work: “Securing commitments of partners and stakeholders andStatistician, ABS Participants identifying coordination mechanisms”

Day 2 (01 February 2005) Time

Session

Responsibility Module II – Planning Change (continued)

09:00-10:45

Group Reports/Plenary Discussions/Conclusions/Recommendations Coffee/Tea Break

Participants/ Resource Persons

Module III – Implementing and Consolidating Change 10:45-12:00

- Presentation - Q/A - Group Work: “Identifying Monitoring Systems, including mechanisms and indicators for work progress”

12:00-13:30

Mr.Brian Pink, Government Statistician, New Zealand Participants

Lunch

13:30-15:15

Group Work (continued) Coffee/Tea Break

Participants/ Resource Persons

15:15-17:00

Group Reports/Plenary Discussions/Conclusions/Recommendations

Participants/ Resource Persons

Time

Day 3 (02 February 2005)

Session

Responsibility

Module IV – National Strategies for the Development of Statistics 09:00-11:00

Presentations - “An Overview of NSDS” - “World Bank Initiatives To Improve Statistics” - “Issues related to the fundamental principles of official statistics that have to be considered in NSDS” - Q/A - Coffee/Tea Break

Ms. Frances Harper,PARIS21 Mr.Fred Vogel, Global Coordinator, ICP, WB Mr.Heinrich Bruengger, Director, Statistics Division, UNECE

11:00-12:00

Panel Discussion

Panellists, Participants

12:00-13:00

Lunch

13:00-14:30

Panel Discussion Conclusions/Recommendations Coffee/Tea Break

Panellists, Participants

14:00-15:30

Closing and Seminar Evaluation - Recommendations and conclusions; - Implications for capacity building; - Proposed date, venue, theme for 4th Management Seminar; - Evaluation and Closing Remarks

Participants/ Resource Persons

Expectations

Ground Rules • What are some ground rules to guide our work together during this retreat?

CORPORATE LESSONS ■So, we will be going through change ■Here’s three lessons from large corporations to help you survive change….

CORPORATE LESSON 1 A crow was sitting on a tree, doing nothing all day. A small rabbit saw the crow, and asked him, "Can I also sit like you and do nothing all day long?” The crow answered: "Sure, why not.”

So, the rabbit sat on the ground below the crow, and rested. All of a sudden, a fox appeared,

Jumped on the rabbit... and ate it.

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 A turkey was chatting with a bull.

"I would love to be able to get to the top of that tree," sighed the turkey, "but I haven't got the energy.” "Well, why don't you nibble on some of my droppings?" replied the bull. They're packed with nutrients." 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

Moral of the story:

Bullshit might get you to the top, but it won't keep you there.

CORPORATE LESSON 3 A little bird was flying south for the winter. It was so cold, the bird froze and fell to the ground in a large field. While it was lying there, a cow came by and dropped some dung on it.

PURR....

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. A passing cat heard the bird singing and came to investigate. 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 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

“Change is not merely necessary to life. It is life“ Alvin Toffler

Prof.Dr.Aung Tun Thet, UN System Staff College

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 1. 2. 3. 4. 5. 6. 7. 8.

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 “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 • 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 • 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

1. Establish a Sense of Urgency • Examine external realities • Identify and discuss crises, potential crises, or major opportunities

2.

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 • Create a vision to help direct the change effort • Develop strategies for achieving that 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 • 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 • Plan for visible performance improvements • Create those improvements • Recognize and reward employees involved in the improvements

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 • Articulate the connections between the new behaviors and organizational success • Develop the means to ensure leadership development and succession

• 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 The source of most failures of change

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 •

•

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 •

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 •

•

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

• All institutions need effective leadership, but nowhere is the need greater than in the organization seeking to transform itself

• YOU must be the change you wish to see in the world Mahatma Gandhi

Four Dimensions Of Change Understanding Change Consolidating Change

Planning Change Implementing Change

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 • 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  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

(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) • 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) • 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) • 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) • Self-criticism needs to be allied with selfconfidence • 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

(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)  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

Using Change Agents: Qualities of change agents Realistic Eager for improvement

Restless Good collaborator

Effective Communication

Attentive listener Ideas person

Emotional Reactions to Change Stability at the Point of change Inability to act

Anger Bargaining

Denial

Acceptance

Emotional response

Active

Testing

Depression

Passive Time

Dealing With Negative Reactions To Change Types of Negativity

What to Do About Them

RATIONAL

• Explain plan with greater clarity and detail • Involve everybody • Institute bottom-up programme

PERSONAL

• Stress improved job prospects • Accept managerial responsibility

EMOTIONAL

• Show with examples • Stage a series of meetings • Demonstrate • Explain the reasons for change • Be honest

Studying All Angles of Change External Is the client satisfaction rising? Has the improved quality increased results?

Internal Is the organization or department meeting schedules and targets? How is staff morale?

Process Is quality nearing 100 percent? Can schedules be cut? Are innovations emerging?

Result Is the financial position better?

Revision of a CHANGE programme IfIfsuccessful, successful, continue continueprogramme programme

Implement Implement CHANGE CHANGEprogramme programme

Measure Measureresults results and andobtain obtainfeedback feedback

IfIfnecessary, necessary, revise reviseprogramme programme

Individual Work •

Please write down on coloured cards 1. What NEW things NSOs Have to Do 2. HOW will the SAME things be done differently • As the result of the requirements of MD/MDGs

The Truth About Coping With Change

Most People Resist Any Change That Doesn’t Jingle in Their Pockets

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 • 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 • Is a source of functional conflict • Can stimulate healthy debate • Hinders adaptation and progress

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 • 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 • 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 • 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 • 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 • 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? 1. Initiating change is an important part of the manager’s job 2. Expect resistance to change come in a number of forms 3. Prepare to undermine this 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

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 • • • •

Adequate time to participate Issues are relevant Staff have the ability to participate Organizational culture support staff involvement

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

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 • 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 • 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 Arrangement 1. Participants will be divided into four groups according to the attached group list 2. Four rapporteurs (one for each group) will be pre-selected 3. Group rapporteurs will report back to the plenary

Module I – Understanding Change Group Work Day 1 (31 January 2005) 10:30-15:00 “Critical Assumptions of the Action Plan and Considerations of Alternative Course of Actions”

Objectives Participants will be able to: 1. Learn how to assess and validate the assumptions 2. Identify an alternative course of actions and key tasks assessing their feasibility

Expected Outputs 1. A list of assumptions for each tasks of the selected two actions 2. A list of proposed alternative course of actions for the two actions

Directions 1. Complete a worksheet “Critical assumptions and alternative course of actions”, in relation to the Case Study 2. Develop and propose an alternative course of actions in implementing selected two actions

Worksheet: Critical Assumptions and Alternative Course of Actions Actions

Key Tasks

1.

1.1 1.2 1.3 …

2.

2.1 2.2 2.3 …

Outputs/ Outcome

Assumptions Alternative ways to implement the tasks

Day 1 (31 January 2005) Time

Session

Responsibility

09:00-10:15

-Opening

Mr.Tomas P.Africa, Director, UNSIAP Ms. Davaasuren Ch. UNSIAP Prof.Dr.Aung Tun Thet, UNSSC

-Overview of the Seminar - Overview of the Change Management Process, including the conceptual framework for the Seminar - Break/Photo Module I – Understanding Change 10:15-12:00

12:00-13:30 13:30-15:15

- Presentation - Q/A - Group Work: “Critical Assumptions of the Action Plan and Considerations of Alternative Course of Action”

Prof. Thet

Lunch Group Reports/Plenary Discussions/Conclusions/Recommendations Coffee/Tea Break

Participants/ Resource Persons

Module II – Planning Change 15:15-17:00

- Presentation Dennis Trewin, Australian - Q/A - Group Work: “Securing commitments of partners and stakeholders andStatistician, ABS Participants identifying coordination mechanisms”

Module II – Planning Change Group Work Day 1 (31 January 2005) 15:3017:00 Day 2 (01 February 2005) 09:0010:30 “Securing commitments of partners and stakeholders and identifying coordination mechanisms”

Objectives Participants will be able to: 1. Learn how to identify What needs to be done, by WHOM, with WHAT RESOURCES, by WHEN and possible COORDINATION MECHANISMS

Expected Outputs 1. 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 1. 2.

3. 4.

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 Actions

Key Tasks

1.

1.1 1.2 1.3 …

2.

2.1 2.2 2.3 …

Responsible Partners

Availability of financial resources (1 … 5) Low = 1 High = 5

Availability of Time to professional complete the staff/ task expertise (1 … 5) Low = 1 High = 5

Day 2 (01 February 2005) Time

Session

Responsibility Module II – Planning Change (continued)

09:00-10:45

Group Reports/Plenary Discussions/Conclusions/Recommendations Coffee/Tea Break

Participants/ Resource Persons

Module III – Implementing and Consolidating Change 10:45-12:00

- Presentation - Q/A - Group Work: “Identifying Monitoring Systems, including mechanisms and indicators for work progress”

12:00-13:30

Mr.Brian Pink, Government Statistician, New Zealand Participants

Lunch

13:30-15:15

Group Work (continued) Coffee/Tea Break

Participants/ Resource Persons

15:15-17:00

Group Reports/Plenary Discussions/Conclusions/Recommendations

Participants/ Resource Persons

“Change is Progress – except when it happens to us”

UN SYSTEM STAFF COLLEGE

The Principle of Exceptionalism • While change elsewhere is desirable, we are a special case – immune from powerful improvement

Results-Based Management The key is the Results Chain

RBM ASSUMPTIONS

RESULTS INPUT

ACTIVITY

OUTPUT

OUTCOME

IMPACT

• Human • Financial • Technical

• Mgt Seminar

• Number of participants • Positive Reaction

• Increase in knowledge and skills

• Enhanced Performance

efficiency

effectiveness

Remember TELL ME

I will forget

SHOW ME

I might remember

INVOLVE ME

I will never forget

Action 1: Develop provincial level poverty indicators Key tasks Responsible Availability partners of financial resource

1.1 income and expenditure household surveys with increased sample size 1.2 tabulation and estimation by province

1. SCI*

Availability of professional staff/experti se

Time to complete task

4

4

2006-2008 (focus on 2007)

4

4

2006-2008 (focus on 2008)

2. MPO* 3. MOSW*

1. SCI

* SCI: Statistical Centre of Iran * MPO: Managing and Planning Organization * MOSW: Ministry of Social Welfare

Action 2: Improve data quality Key tasks

2.1 review data collection methodologies

2.2 change of reference periods

Responsible partners

Availability of financial resource

Availability of professional staff/expertis e

Time to complete task

1. SSCI 2. MPO 3. ISS

5

5

2006-2008

1. SCI

5

5

2006-2008

Module III – Implementing and Consolidating Change Group Work Day 2 (01 February 2005) 11:00-17:00 “Identifying Monitoring Systems, including mechanisms and indicators of work progress”

Objectives Participants will be able to: 1. Learn how to establish good monitoring mechanisms to achieve Action Plan objectives

Expected Outputs 1. Proposed mechanisms to monitor the ACTION PLAN implementation process

Directions – Each Group 1. Identifies and proposes measurable indicators for the results 2. Recommends monitoring mechanisms to give an on-going overview of the ACTION PLAN implementation process 3. Discuss what methods you will use to check progress 4. Discuss what methods you will use to measure the success of the ACTION PLAN implementation process

Day 3 (02 February 2005) Time

Session

Responsibility

Module IV – National Strategies for the Development of Statistics 09:00-11:00

Presentations - “An Overview of NSDS” - “World Bank Initiatives To Improve Statistics” - “Issues related to the fundamental principles of official statistics that have to be considered in NSDS” - Q/A - Coffee/Tea Break

Ms. Frances Harper,PARIS21 Mr.Fred Vogel, Global Coordinator, ICP, WB Mr.Heinrich Bruengger, Director, Statistics Division, UNECE

11:00-12:00

Synthesis and Integration: Outputs of the Group Work and Critique -Bhutan -Indonesia

Mr. Tomas Africa, UNSIAP

12:00-13:00

Lunch

13:00-14:30

-(Continued) - Iran - Mongolia

Mr. Tomas Africa, UNSIAP

14:00-15:30

Closing and Seminar Evaluation - Recommendations and conclusions; - Implications for capacity building; - Proposed date, venue, theme for 4th Management Seminar; - Evaluation and Closing Remarks

Mr.Andrew J. Flatt, UNESCAP

Being A Change Agent

“Boiling Frog” phenomenon

Frog Prince • You have to kiss many frogs before you find the Frog Prince

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 Up-front Inside

Outside

Backseat

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 Up-front

Inside

Outside

Champion

Activist

Within the organisation Likely to remain an outsider Seen as a leader Closely associated with Fierce in supporting or opposing change change and moving things Has strong views and forward expresses them

Back-seat

Tempered Radical

Messenger

Working within the On the outside organisation May bring good or bad Commitment to news organisation A Trojan horse? Work with powers-that- Not closely associated be with change – always at one step Still passionate and removed committed

Question • How might you use the four strategic change agent roles in relation to NSOs