CHANGE MANAGEMENT:

NEDA EXPERIENCE
Presented by
Ms. Florina G. Don-Santos
OUTLINE
I. Definition of Terms

II. ADKAR Model

III. Change Management Principles

IV. Resistance to Change

V. NEDA Experience

VI. High Performing vs. Tradition

VII.Responsibility Ladder
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
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 countrys highest socioeconomic
development planning and policy-making
body
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
THE ADKAR MODEL
Awareness
Desire
Knowledge
Ability
Reinforcement
CHANGE MANAGEMENT PRINCIPLES
Sponsorship
Planning
Measurement
Engagement
Support Structure
RESISTANCE TO CHANGE
Lack of info about changes
Protect vested interest and for
convenience
Losing group affiliation
If no participation
Time is too short
Too complex
If reminded of past failure
Feel inadequate with the
requirements of change
NEDA EXPERIENCE
The Rationalization Program
Strategic shift in its mandate and
functions
Organizational structure
recommends the creation of a 4
th
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
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
NEDA EXPERIENCE
Proposed Organizational Structure of DIS Library
Services Division
DIS Mandates/Key Results Areas/ Functional Review
Director IV
Director III
Public
Relations
Division
Multimedia
Division
Knowledge
Resource
Division
Support Group
Existing Functions
Proposed Function
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
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
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
NEDA EXPERIENCE
High Performing vs Traditional
TASKS
High Performing VS Traditional
Self-directed Boss-directed
Vision focused Function focused
Results based Time based
Total quality Pwede na, Good enough, Bolelah
Quantum leaps in productivity Static incremental changes
Continuous improvement Fixed quotas
Highest value added per employee Lowest cost per employee
Employees as knowledge workers Employees as non-thinking followers
Cooperation Its not my job
Coaching and leading management
style
Directing and controlling management
style
NEDA EXPERIENCE
High Performing vs Traditional
SYSTEMS
High Performing VS Traditional
Lean (3-4 levels) Hierarchial (5-15 levels)
Independent business units Bureaucratic congiomerates
Self directed work teams Fixed job descriptions
Cross functional/enriching work Functional/simplifying work
Integrative training approach Boring lectures or no training
Open information IT linked Privileged information grapevine
news
Reengineering of process Efficiency of present systems
Computer-linked to customers and
suppliers
Non-automated
Just-in-time operations Stockpiling
NEDA EXPERIENCE
High Performing vs Traditional
PARADIGMS
High Performing VS Traditional
Empowered Helpless
Total responsibility Blaming
Integrity and vision alignment Segmentation and disconnectedness
Win Win Win Lose
Abundance Scarcity
Trust welcomes change Fear resistant to change
Diversity One best way
Optimism Pessimism
Universal genius Limited human capacity
Customer centered Production centered
World class Parochial national
Essence-based quality Quality is externally imposed
NEDA EXPERIENCE
Responsibility Ladder
See It
Feel It
Own It
Solve It
Achieve Results
Celebrate
Above the Line
Line
Below the Line
Blaming
4
No time/
Im Busy
3
Its Not
My Job
2
Ignore/
Deny
1
No money/
No Budget
8
Wait & See
7
Cover My
Tail/Protect
My Turf
6
Confusion/
Tell Me What
To Do
5
Durian
Victim Cycle
(DVC)
NEDA EXPERIENCE
BE THE CHANGE YOU WANT TO SEE
HAPPEN, INSTEAD OF TRYING TO
CHANGE EVERYONE ELSE
Thank you!
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 performing
learning 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].