m1 Understanding

8/11/2019 m1 Understanding

http://slidepdf.com/reader/full/m1-understanding 1/112

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

What New Things Will NSOs

Have To Do or How Will The

Same Things Be Done Differently



Day 1 (31 January 2005)Time Session Responsibility

09:00-10:15 -Opening

-Overview of the Seminar

- Overview of the Change Management Process, including theconceptual framework for the Seminar

- Break/Photo

Mr.Tomas P.Africa,

Director, UNSIAPMs. DavaasurenCh. UNSIAP

Prof.Dr.Aung TunThet, UNSSC

Module I – Understanding Change

10:15-12:00 - Presentation

- Q/A

- Group Work: “Critical Assumptions of the Action Plan and

Considerations of Alternative Course of Action”

Prof. Thet

12:00-13:30 Lunch

13:30-15:15 Group Reports/Plenary Discussions/Conclusions/Recommendations

Coffee/Tea Break

Participants/

Resource Persons

Modu le II – Planning Change


- Q/A

- Group Work: “Securing commitments of partners and stakeholdersand identifying coordination mechanisms”

Dennis Trewin, AustralianStatistician, ABS

Participants





Day 3 (02 February 2005)Time Session Responsibility

Modu le IV – Nat ional Strategies for the Development of Stat ist ics

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. FrancesHarper,PARIS21

Mr.Fred Vogel,Global Coordinator,ICP, WB

Mr.Heinrich

Bruengger,Director, StatisticsDivision, 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



CORPORATE LESSONS

So, we will be going through change

Here’s three lessons from largecorporations to help you survive change….





CORPORATE LESSON 1

Moral of the story is….

To be sitting and doing nothingyou must be sitting very, very high up.











Prof.Dr.Aung Tun Thet,

UN System Staff College

Managing Change

“Change is not merely necessary to life. It is life“Alv in Toff ler



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 fifthbirthday

• 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 causeslike, 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. Eradicate extreme poverty and hunger

2. Achieve universal primary education

3. Promote gender equality and empower women

4. Reduce child mortality5. Improve maternal health

6. Combat HIV, AIDS, Malaria and otherdiseases

7. Ensure environmental sustainability

8. Develop a global partnership for development





Introduction

• Change is the singly most importantelement of successful management

• To remain effective, organizations (andindividuals in them) have to adopt apositive attitude to change

• Ignoring or trivialising change can becostly







1. Establish a Sense of Urgency

• Examine external realities

• Identify and discuss crises, potentialcrises, or major opportunities



2. Form a Powerful Guiding Coalition

• Assemble a group with enoughpower to lead the change effort

• Encourage the group to work as ateam



3. Create a Vision

• Create a vision to help direct the changeeffort

• Develop strategies for achieving that

vision



4. Communicate the Vision

• Use everything possible tocommunicate the new vision andstrategies

• Teach new behaviors by the exampleof the guiding coalition



5. Empower Others to Act on the

Vision

• Get rid of obstacles tochange

• Change systems or

structures thatseriously underminethe vision

• Encourage risk taking

and nontraditionalideas, activities, andactions



6. Plan for and Create Short-Term Wins

• Plan for visible performanceimprovements

• Create those improvements

• Recognize and reward employeesinvolved 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 canimplement the vision

• Reinvigorate the process with new projects,themes, and change agents



8. Institutionalize New Approaches

• Articulate the connections between the newbehaviors and organizational success

• Develop the means to ensure leadershipdevelopment and succession



• While there is no single sourceof change, there is a clearpattern to the reasons forfailure

• Most often, it is a leader'sattempt to shortcut a criticalphase of the change process

• Certainly, there is room for

flexibility in the eight stepsthat underlie successfulchange - but not a lot of room





1. Wr iting a memo instead of l ighting a fi re

• Change efforts fail at the first critical step -establishing a sense of urgency

• Too often leaders launch their initiatives bycalling a meeting then expect people to“buy-in”

• It doesn't happen



2. Talking too much and saying too little

• Most leadersundercommunicate theirchange vision by afactor of 10

• An effective changevision must include new,aligned behaviors onthe part of senior

executives

• Leading by example

• People watch theirbosses very closely

• Inconsistent behavior bya manager fuel thecynicism and frustration



3. Declaring victory before the war is over

• It is important to celebrateresults but underestimatingthe difficulty and duration oforganizational transformationcan be catastrophic

• If you settle for too little toosoon, you will probably lose itall

• Celebrating incrementalimprovements is good to markprogress and sustaincommitment - but don't forgethow much work is still needed





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





Four Dimensions Of Change

Understanding

Change

Implementing

Change

Planning

Change

Consolidating

Change



Questions To Ask Yourself




• Have I involved everyone who should beinvolved?

• Do I and my colleagues really believe thatinvolvement is essential for successfulCHANGE?

• Has the case for CHANGE been communicatedand understood?

• Have people had the necessary training andpreparation?

• Have management layers been kept to aminimum?



Producing change

• Is 80 percent leadership -establishing direction,aligning, motivating, andinspiring people –

• And 20 percent management- planning, budgeting,organizing, and problemsolving

• Unfortunately, in most of thechange efforts, thesepercentages are reversed




Have I ensured that everybody knows whatbenefits are expected from the CHANGE?

Does everybody fully understand and accept thecase for CHANGE?

Can I answer everybody’s vital question: “What’sin 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 questionsare 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 outsidethe organization, need to be considered thoroughly

• All key managers must fully commit themselves to thechange philosophy

• Vital needs that must be supplied should be identifiedand catered for

• There needs to be regular liaison between alldepartments and functions affected by the CHANGE

• Everyone should understand the importance of treatingothers as allies, not enemies

• People at all levels are fully capable of understandingthe business case for CHANGE





(4)

• Confronting opposition and opponents is apainful necessary

• If obstructive ringleaders will not reform,they will have to leave

• All senior people should develop the habitof taking and listening to everybody







(1)

Do invite suggestionsfrom everyone

Do hold frequent formaland informal meetings

Do involve teams inplanning as well asimplementation

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 shouldimprove organizationalresults

Don’t leave anybody outin the cold



(2)

Do promote comradeshipamong CHANGE agents

Do give CHANGE agentsstretching tasks

Do encourage people toform and follow up ideasfor CHANGE

Do listen to what

CHANGE agents sayabout morale andreactions

Don’t assume that olderpeople are too set in theirways to be CHANGEagents

Don’t discourage othersby singling out CHANGEagents for specialtreatment

Don’t prevent CHANGE

agents from using theirinitiative

Don’t create anatmosphere of secrecy



Using Change Agents



Using Change Agents:

Quali t ies o f change agen ts

Realistic

Effective

Communication

Attentivelistener

Ideas

person

Good

collaborator

Restless

Eager for

improvement

Emotional Reactions to Change



Emotional Reactions to Change

Time

Active

Passive

E m o t i o n a l r e s p o n s e

Stability at the

Point of change

Inabilityto act Denial

Anger

Bargaining

Depression

Acceptance

Testing

D li With N ti R ti T



Dealing With Negative Reactions To

Change

Types of Negativity What to Do About Them

RATIONAL • Explain plan with greater clarityand 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



Studying All Angles

of Change

External

Is the client satisfaction rising?Has the improved qualityincreased results?

Internal

Is the organization ordepartment meeting schedulesand targets? How is staffmorale?

Process

Is quality nearing 100 percent?Can schedules be cut? Areinnovations emerging?

Result

Is the financial position better?

R i i f



Revision of a

CHANGE programme

Implement

CHANGE programme

Measure results

and obtain feedback

If successful,

continue programme

If necessary,revise programme



Individual Work

• Please write down on coloured cards

1. What NEW things NSOs Have to Do

2. HOW will the SAME things be donedifferently

• As the result of the requirements ofMD/MDGs



The Truth About Coping With

Change



Most People Resist

Any Change That

oesn’t Jingle in

Their Pockets



Resistance To Change

• Doesn’t surface in standardized ways

• Can be overt, implicit, immediate, ordeferred

• Easiest for management to deal with whenit is overt and immediate

• More challenging if it is implicit or deferred




• Organizations and individuals resistchange

• In one sense this is positive since it

provides a degree of stability andpredictability to bahaviour

• Without resistance organizationalbehaviour will lead to chaotic randomness




• 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; whenconfronted with change this tendency torespond in our accustomed ways becomes

a source of resistance

Resistance to Change:




Individuals

• Securi ty – People with a high need for securityare likely to resist change because it threatenstheir sense of insecurity

• Econom ic Factors – Concern that changes willresult in lower income; Fear that they cannotperform new tasks or routines especially whenpay is closely tied to productivity







Organizations

• Organizat ions are conservat ive – actively resist change change throughstructural and group inertia and threats to

member expertise, power relationshipsand established resource allocations





Organizations

• Organizations have bu i l t -in mechanism s to

produce stabi l ity – systematically select certainpeople and certain people out, people are hired

into an organization are chosen for for and thenshaped and directed to behave in certain ways

• When the organization is confronted withchange this structural inertia acts as a counter

balance to sustain stability





Organizations

• Even if individuals want to change theirbehaviour, group norms act as a constraint

• Any redistribution of decision-making as theresult of change threatens the long-establishedpower relationships

• Groups in the organization that control sizeableresources often see change as a threat, thosethat benefit from current al.location of resourcesfeel threatened by changes that may effectfuture allocations



What should the manager do?

1. Initiating change is an important part ofthe manager’s job

2. Expect resistance to change come in a

number of forms

3. Prepare to undermine this resistance





Use Participation To Reduce

Resistance to Change



Participation

• Having staff participate in decisions thataffect them is no panacea

• Has only a modest influence on employee

productivity, motivation and jobsatisfaction

• A potent force for combating resistance to

change

Right conditions for using



Right conditions for using

participation

• Adequate time to participate

• Issues are relevant

• Staff have the ability to participate

• Organizational culture support staffinvolvement



With the right conditions

• Participation can reduce resistance, obtaincommitment and increase the quality ofthe change decision



You Can Teach Old Dog New

Tricks



Age Discrimination

• Western cultures have historically been biasedtowards youth

• There is still a prejudice against hiring orinvesting in staff over age 50

• Part of this prejudice reflects the widely-heldstereotype that older workers have difficultieswith change

• Older staff are perceived as being inflexible,resistant to change and less trainable than theiryounger counterparts



These perceptions are wrong

• Older workers want to learn and are justas capable of learning as any other

• They may take longer to train but once

trained perform at comparable levels toyounger workers

• Age is found not to be related to learning

and training outcomes



These perceptions are wrong

• Older workers are more committed in thatthey are less likely to quit their jobs thattheir younger counterparts

• They have lower rates of avoidableabsences

• Workers 65 and over record higher jobsatisfaction scores than their co-workersaged 45-64



Group Work





Module I Understanding

hange

Group Work

Day 1 31 January 2005)

10:30-15:00

“Critical Assumptions of the ActionPlan and Considerations of

Alternative Course of Actions”

Obj ti



Objectives

Participants will be able to:

1. Learn how to assess and validate theassumptions

2. Identify an alternative course of actionsand key tasks assessing their feasibility

E t d O t t



Expected Outputs

1. A list of assumptions for each tasks ofthe selected two actions

2. A list of proposed alternative course of

actions for the two actions

Di ti



Directions

1. Complete a worksheet “Criticalassumptions and alternative course ofactions”, in relation to the Case Study

2. Develop and propose an alternativecourse of actions in implementingselected two actions

Worksheet: Crit ica l Assumpt ions and



Worksheet: Crit ica l Assumpt ions and

A l ternative Cou rse of A ct ions

Actions Key Tasks Outputs/Outcome

Assumptions Alternativeways to

implement

the tasks

1. 1.1

1.21.3

…

2. 2.1

2.2

2.3

…

Day 1 (31 January 2005)



ay (3 Ja ua y 005)Time Session Responsibility

09:00-10:15 -Opening

-Overview of the Seminar

- Overview of the Change Management Process, including theconceptual framework for the Seminar

- Break/Photo

Mr.Tomas P.Africa,Director, UNSIAP

Ms. DavaasurenCh. UNSIAP

Prof.Dr.Aung TunThet, UNSSC

Module I – Understanding Change


- Q/A

- Group Work: “Critical Assumptions of the Action Plan and

Considerations of Alternative Course of Action”

Prof. Thet

12:00-13:30 Lunch

13:30-15:15 Group Reports/Plenary Discussions/Conclusions/RecommendationsCoffee/Tea Break

Participants/Resource Persons

Modu le II – Planning Change


- Q/A

- Group Work: “Securing commitments of partners and stakeholders

and identifying coordination mechanisms”

Dennis Trewin, AustralianStatistician, ABS

Participants



Module II Planning hange

Group 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 coordinationmechanisms”

Obj ti



Objectives

Participants will be able to:

1. Learn how to identify What needs to bedone, by WHOM, with WHAT

RESOURCES, by WHEN and possibleCOORDINATION MECHANISMS

E t d O t t



Expected Outputs

1. A draft of detailed Action Plan with thefollowing specifications: WHAT needs tobe done, with WHAT RESOURCES, by

WHEN, and COORDINATIONMECHANISMS

Di ti E h G



Directions – Each Group

1. Determines major components of the tasks and assignactors involved for the ACTION PLAN

2. Determines required key resources and examines theavailability of them – financial, expertise, professional

staff, facilities and equipment3. Discusses the time frame to ensure that the key actors

and activities are properly coordinated in time

4. Identifies and highlights in the Worksheet, the tasks for

which no clear actor identified, unclear fundingsources, capacity limitations of staff, other resourcerequirements could not be identified

Worksheet: Resources Avai labi l i ty



y

Assessment

Actions Key Tasks ResponsiblePartners

Availability offinancialresources

(1 … 5)

Low = 1

High = 5

Availability ofprofessionalstaff/

expertise

(1 … 5)

Low = 1

High = 5

Time tocomplete thetask

1. 1.1

1.2

1.3

… 2. 2.1

2.2

2.3

…

Day 2 (01 February 2005)



Day 2 (01 February 2005)

Time Session Responsibility

Modu le II – Planning Change (cont inued)

09:00-10:45 Group Reports/Plenary Discussions/Conclusions/Recommendations

Coffee/Tea Break

Participants/

Resource Persons

Mod ule III – Implement ing and Con sol idat ing Change


- Q/A

- Group Work: “Identifying Monitoring Systems, including mechanisms

and indicators for work progress”

Mr.Brian Pink,

GovernmentStatistician, NewZealand

Participants

12:00-13:30 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 E ceptionalism



The Principle of Exceptionalism

• While change elsewhere is desirable, weare a special case – immune from powerful

improvement



Results-Based Management

The key is the Results Chain

RBM



RBM

RESULTS

INPUT ACTIVITY OUTPUT OUTCOME IMPACT

• Human• Financial

• Technical

• MgtSeminar

• Number ofparticipants

• Positive

Reaction

• Increase in

knowledge andskills

• EnhancedPerformance

efficiency effectiveness

ASSUMPTIONS

Remember



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 Availability Time to



partners of financial

resource

of

professional

staff/experti

se

complete task

1.1 income

and

expenditure

household

surveys withincreased

sample size

1.2

tabulation

and

estimation by

province

11. SCI*

2. MPO*

3.

MOSW*

1. SCI

4

4

4

4

2006-2008

(focus on 2007)

12006-2008

(focus on 2008)

* SCI: Statistical Centre of Iran

* MPO: Managing and Planning Organization

* MOSW: Ministry of Social Welfare

Action 2: Improve data quality



Key tasks Responsible

partners

Availability of

financial

resource

Availability

of

professionalstaff/expertis

e

Time to

complete task

2.1 review

data collectionmethodologies

2.2 change of

reference

periods

S1. SSCI

2. MPO3. ISS

S1. SCI

5

5

5

5

2006-2008

2006-2008



Module III Implementing and

onsolidating hange

Group 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:1. Learn how to establish good monitoring

mechanisms to achieve Action Plan

objectives





Day 3 (02 February 2005)Time Session Responsibility



Time Session Responsibility

Modu le IV – Nat ional Strategies for the Development of Stat ist ics

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. FrancesHarper,PARIS21

Mr.Fred Vogel,Global Coordinator,ICP, WB

Mr.HeinrichBruengger,

Director, StatisticsDivision, 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;

Mr.Andrew J. Flatt,

UNESCAP



Being A Change Agent

“Boiling Frog” phenomenon



Boiling Frog phenomenon

Frog Prince



Frog Prince

• You have to kissmany frogs beforeyou find the FrogPrince

Understanding the Change Process



Understanding the Change Process

• We need to be able to work with change atthe very micro- level (persuadingindividuals 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

Inside Outside

Up-front

Backseat



Matrix of Strategic Roles



Matrix of Strategic RolesInside Outside

Up-front Champion

Within the organisation

Seen as a leader

Closely associated with

changeand moving things forward

Activist

Likely to remain an outsider

Fierce in supporting oropposing change

Has strong views andexpresses them

Back-seat

Tempered Radical

Working within theorganisation

Commitment to organisation

Work with powers-that-be

Still passionate and committed

Messenger

On the outside

May bring good or bad news A Trojan horse?

Not closely associated withchange –

always at one step removed

Question



Question

• How might you use the four strategicchange agent roles in relation to NSOs

Documents

m1 Understanding