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