Post on 14-Dec-2014
description
Why Change Has Changed
Or
The End of Institutions
Holger Nauheimer
Friedrich Naumann Fondation
Bangkok, February 15, 2009
Have a dialogue in groups of 3:
If you look at your work for promotion of democracy in Asia, what is you greatest
challenge?
Find one word that describes the challenges
you experience.
Your perception of change
Normally How do you see change? How du you assess yourself?
What makes it right for you to stand at the position where you are?
Is there any direction you would like to take?
What would it take from you to go there?
The people you work with, where would you place them on this grid?
I like sustainabilityI don’t change if not needed
I seek for changes in my way of working
I adapt new things easilyI am ready to change when
required
I feel change resistence when I am
expected to change
Your perception of change
I like sustainabilityI don’t change if not needed
I seek for changes in my way of working
I adapt new things easilyI am ready to change when
required
I feel change resistence when I am
expected to change
Many people believe they areHERE…
…but believe othersaround them are
HERE…
or…HERE
or…HERE
Principles of Change
Principles to observe in change processes:
1. Institutional change is a process of human interaction createdby dialogue. Each actor has a distinct „mental model“ of the change process which is generated by individual life-time experience, personal filters and person-specific emotions.
2. Organizations, communities and societies are complex social systems. The behavior of a complex system in a change processcannot be predicted with absolute certainty; it can only be optimized.
3. “Successful” systems are driven by passion and responsibility of their members; they depend on deep alignmentaround common purpose and a continuous development ofinternal capacity to embrace uncertainty.
Current Scientific Paradigm Emerging Paradigm
Newtonian mechanics; reductionist and dichotomous thinking
Quantum physics and new sciences: self-organizing systems; chaos theory; complexity theory
We search for a model or method of objectively perceiving the world
We accept the complexity and subjectivity of the world
We engage in complex planning for a world we expect to be predictable
Planning is understood to be a process of constant re-evaluation
We understand language as the descriptor of reality: “I believe it when I see it.”
We understand language as the creator of reality: “I ’ll see it when I believe it.”
We believe in reductionism, i.e., things can best be understood when they are broken into parts.
We seek to understand wholeness and the interconnectedness of all things.
We believe that there is only one truth for which we must search.
We understand that truth to be dependent on the context and the current reality.
We believe that influence occurs as a direct result of force exerted from one person to another, i.e., cause and effect.
We understand that influence occurs as a natural part of human interaction.
We live in a linear and hierarchical world. We live ins circular world of relationships and cooperation.
from: Watkins, J . and Mohr, B.: Appreciative Inquiry
Change at the Speed of Imagination
Changing Paradigms
Features of a Complex System
•Rich interconnections •Lots of redundancy •Non-equilibrium (at the edge of chaos) •Auto-poietic •Can only be understood as a whole
Levels of Complexity in Change Processes
Simple (known)
Sense-Categorize-Respond Standard operating procedures
Complicated(knowable/prospect) Sense-Analyze-Respond Scenario Analysis
Complex(knowable/retrospect) Probe-Sense-Respond Whole Systems
Change
Chaotic(not knowable)
Act-Sense-Respond Crisismanagement
Level ofComplexity
Type of Response
Example forIntervention
Source: Cognitive Edge
Ralph Stacey’s Decision Matrix
1. You can't mandate what matters
2. Change is a journey not a blueprint
3. Problems are our friends
4. Vision and strategic planning come later
5. Individualism and collectivism must have equal power
6. Neither centralization nor decentralization works
7. Connection with the wider environment is critical for success
8. Every person is a change agent
Complexity of change process
Fullan’s (1993) eight basic principles about change:
AB
C
?
D
1. Preparation:
-Getting prepared for change journey: known and unknown-Exploring & understanding reasons and alternatives -finding common mind set: balance between top-down & bottom-up-Choosing change models-Finding right partners-Agreeing the rules and principles-Making first plans-Discovering change forums
2. Starting the change journey:-Getting everybody involved and engaged by joint planning,-Understanding A to B journey-First moves & actions towards the goal
3. Living the change journey: -Living the new
reality -Using strengths -Solving problems measuring and changing the change-Becoming aware what works and what doesn’t
4. Creating skills for working in constant change: -Learning from the experience,-Developing new skills, -Being prepared for future changes,-Being able to chnage things fast
Change Model 4: Phases of complex change process
:: Change Needs Engagement ::
Creating engagement means!
1. Widening the circle of involvement
2. Connecting people to each other and strategy
3. Creating collaboration for action
4. Create democratic process for strategy alignment
Creating Engagement Means
degree of active involvement
TELLI NG Tools:
Mailings
Press releases, press conferences
All other kind of formal and informal announcements
SELLI NG
Tools:
Leaflets and brochures
Information centres
Exhibitions
Hotlines
Briefings
Intranet
Coaching Training
TESTI NG
Tools:
Pilot interventions
Simulations
Step-by-step implementation with close monitoring
Interviews
Testing in Communities of Practice
Coaching Training
CONSULTI NG
Tools:
Reply forms
Hearings and workshops
Interviews
Opinion polls
Stakeholder analyses
Intranet forums
Advisory boards
Focus groups
Interactive training with consultation
Consulting Communities of Practice
Real Time Strategic Change
CO-CREATI NG
Tools:
‘Whole System Change’, i.e.:
- Open Space Technology
- Appreciative Inquiry
- Future Search Conferences
- World Café
Planning for Real
J oint Scenario Analysis
Dialogue
Experimenting in Communities of Practice
Online Collaboration (Wikis, Blogs, all the Web2.0 stuff)
low high
single leadership
multiple leadership
STAGES OF STAFF I NVOLVEMENT I N CHANGE PROCESSES
Tools for Staff Involvement in Change