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 clientoriented 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 policymaking 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 preempted 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

If no participation

Time is too short

Too complex
If reminded of past failure

Losing group affiliation

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 4th
DDG structure concentrates on
CSO
reorienting decision-support
On staffing pattern vacant
funded positions and filled up
positions be used as basis for
Formulation
of Implementation
revision
Plan/ Mitigation

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
Director IV
Director III
Support Group
Public
Relations
Division

Multimedia
Division

Knowledge
Resource
Division

DIS Mandates/Key Results Areas/ Functional

Review
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

NEDA EXPERIENCE
High Performing vs
TraditionalSYSTEMS
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

NEDA EXPERIENCE
Responsibility
Ladder
Above the
Line

Achieve Results
Solve It
Own It
Feel It
See It

Line

Below the
Line

Durian
Victim
Cycle (DVC)

Celebrate

No time/
Im Busy
3

Its Not
My Job
2

Blaming
4

Ignore/
Deny
1

Confusion/
Tell Me
What To Do
5

No money/
No Budget
8

Cover My
Tail/Protect
My Turf
6

Wait &
See
7

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].