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Beirut – 20 April 2011
Change management in public services
Strategies and methods
Charles-Henri Montin
Senior Regulatory Adviser
Ministère de l’économie et des finances, Paris
[email protected] www.smartregulation.net
Beirut, 20 April 20112
Contents
Principles of change management Preparing for change
A five step approach to change management
Motivating change and creating readiness Launching the reform Developing support Managing the transition Sustaining the pace of reform Further reading
Beirut, 20 April 20113
Principles (from the literature)
“Change is a process that must be enabled” The change process must be anchored in policy and performance goals Building capacity to change must follow on the definition of goals Effective change processes are dependent on the organisation/ institutional
set-up The change process involves both organisational and personal transitions Behavioural change in a function of perceived need and occurs at the
emotional not intellectual level Resistance to change is predictable reaction A few change enablement best practices account for the success of most
change processes (see slide 10) A majority of change project fail (UNDP)
Beirut, 20 April 20114
Preparing for change
Research the history of issues Analyse drivers of change(also called triggers)
– expectations of the citizens– new political mandate, budget cuts– power of IT tools inside, and outside (web 2.0)– international competition
Identify the actors– the sources of influence/authority– who will influence the decision making– who will be affected– whose cooperation is needed– who could delay/derail the action
Address obstacles to change, including risk analysis. Examples:– lack of vision / executive commitment, or lack of agreement on content of reform– over focus on procedures, systems, technology (bureaucratic conservatism)– HR: no involvement of staff, lack of training, fears of losing jobs– lack of capacity to support change; no empowerment
Beirut, 20 April 20115
Step-by-step guide to effective change management
Motivating change Launching the reform Developing support Managing the transition Sustaining the pace of reform
Examples of changes requiring management– New budget tool
– Creation of a new DG
– Introduction of performance management
– Regulatory reform
– Simplification drive
Beirut, 20 April 20116
Phase 1 Motivating change and creating readiness for change
(advocacy, visioning, empowerment, voicing)
sensitise ministries and stakeholders to the existing pressure for change: seminars, international best practice
reveal discrepancies between current and desired states: promote self-scrutiny (CAF)
convey credible positive expectations for change: issue policy documents, publish modernisation programme, draft legislation
Define content: publication of an official “White Paper”
Devise proper mix of tools: regulation, programs, subsidies, information campaign
Beirut, 20 April 20117
Phase 2 Launching the reform
Disseminate key concepts to build a positive image of change: “modernisation”, “reform,” “quality of service,”
Organise a major event with stakeholders, consultation exercise using all channels
Publish plan and phase results (example “low hanging fruits”) Mobilise staff, using classic channels, with meetings down the
hierarchical line
Beirut, 20 April 20118
Phase 3 Developing support
Address the needs of each category of actor– change sponsor (strategists) those who decide (ministers, MPs etc)– change agents: (implementers): reform team, correspondents in ministries– change target: those who are asked to change something (recipients)
Identify and involve stakeholders– list public and private organisations that can influence the success– devise appropriate consultation and involvement mechanisms– bring them from observer to participant role in the change
Overcoming resistance to change– information and communication– participation and involvement, training– facilitation and support, rewards– negotiation– manipulation and cooptation– coercion (pour mémoire)
Beirut, 20 April 20119
Phase 4 Managing the transition
Mechanics of change: the classic phased model (Lewin)– unfreezing: weaken old attitudes, values and behaviour, force field analysis– transforming: organise training and skills developmeent– refreezing: consolidate new attitude, values, behaviour
Ongoing organisational change (more suited to public organisations)– Updating official information and issue new instructions– improving services (quality approach)– conducting research and benchmarks– updating policies and procedures
Assign clear roles and mandates to members of the change management team
– project leaders– leadership advisory– process coordination– performance management
Beirut, 20 April 201110
Components of change implementation plan during the transition
Beirut, 20 April 201111
Phase 5 Sustaining the pace of reform
Providing resources for ongoing effort: resources to back the ideas
Deliver early results to consolidate commitment (examples “low hanging fruit”, fast-track action)
Evaluate the reform at regular intervals and fine-tune Refresh new competencies and skills Reward new behaviours Prepare for the next reform !
Beirut, 20 April 201112
Further reading
UNDP Institutional reform and change management: a capacity development resource:
http://lencd.com/data/docs/232-Concept%20Note_Institutional%20Reform%20and%20Change%20Management-.pdf
Book by A.Baker: Strategic change management in public sector
organisations
http://www.woodheadpublishing.com/en/book.aspx?bookID=1841&ChandosTitle=1