Regional Director of the National
Statistics Office Region 10 and Professor of Management at Capitol University’s
Graduate School shares his study with regards to the process of initiating
change and managing it in his office that led the way to the office’s
recognitions and awards. He adapt Lewin’s model of unfreeze-change-refreeze and
Kotter’s Eight Steps for Leading Change as well as insights from Kotter’s book
Our Iceberg is Melting.
Summary
During his time NSO is confronted with
varied organization issues that were evident from their data gathering phase
from their interviews and FGDs from the five provinces of Region 10. The five
uses are (1) minimal public image of NSO, (2) difficulty of NSO R10 employees
in coping with computerization, (3) low percentage of civil registration among
indigenous peoples, (4) low percentage of civil registration in the barangays
and (5) great volume of clients at NSO every day.
The five issues that surfaced eventually
lead to poor client satisfaction. This is evident by the Client Satisfaction Survey
done way back in 2005. The said survey reveals that there are lag time with
regards to processing of application form, verification, payment and releasing.
Yet, many are satisfied with the services of the NSO R10 because of the
establishment of the Census Serbilis Outlet. There is also that level if
dissatisfaction with regards to the area and facilities of the Outlet in terms
of the comfort of the area and also the facilities availability. In addition,
there is also that small client percentage who remarks that the Outlet’s
service is slow. Worst is that even with continuous improvements, NSO R10 still
receives the same complaints.
In accordance to Lewin’s model of
unfreeze-change-refreeze, NSO R10 employees underwent the unfreezing process
combined with Kotter’s Eight Step Leading to Change and from Our Iceberg is
Melting. In here the employees were presented with feedback from people. The
survey feedback techniques were used in order to make them be aware of the need
for change. The change stage involves presenting them with solutions to the
office’s problems and the employees were part of the change. Plus, stakeholders
and also the communities were also included. The refreezing stage then
fortifies the changes into the organization. Employees were taught skills and
their leaders are the ones checking if the items were applied. This solidifies
Kotter’s Step 8 which entails that the changes must stick to the organization.
Employees were part of the thinking and implementing process to make them
appreciate and understand the need for change. They were cultivated to develop
their skills as well as see opportunities for growth and development. No
wonder, the change that happened to NSO R10 was deemed effective and a success.
Critical
Reflection
The dominant purpose of the paper is to
show how varied organizational models and framework of change can be applied in
any organization in order to engage in change management. True enough with
Lewin’s model and Kotter’s framework, it aided in the effective change implementation
of NSO R10.This is grounded in the office’s goal to provide high-quality public
service management. True enough with the said changes, the office were given
awards and distinct recognitions.
Other organizations and businesses will
find this paper useful for understanding and implementing change that can aid
to the better performance of their office or enterprise. The paper clearly
states how they were able to identify their office’s issues, what they did to
the employees and the organization and how they were able to make it work.
Plus, the items that were undertaken were grounded with related models from
Lewin and Kotter. I like the general ideal that states “change management
starts and ends with the individual” (51). True enough an individual is crucial
to change. It must be started with them and ended with them. That is why the
employees must be part and involved of the change, assume responsibilities and
let them feel that they are trusted with such activities.
In spite of the change being slowly
implemented in the NSO R10, the entire paradigm didn’t leave an individual.
This is evident by adopting computerization in the said office (52). Employees
were trained on how to use it, make them believe its use and using technology
as a tool for them to use. More than the insertion of new knowledge, they
inserted the right attitude towards it. Employees were also tasked to think
outside the box (52). Their inputs were considered, their voices were heard.
That is why when they implement the strategies coming from the employees, it
was not a chore to do it since they were the ones who suggested it.
It would be best if the paper would also
include the after effects of the change management implementation with regards
to the five organization issues confronting NSO (48). It was stipulated in here
the varied issues that were identified during interviews and FGDs. It would be
a good way to identify if the issues were addressed because of the change and
up to what extent. For instance, the first issue was minimal public image of
NSO. After the change did the public already know the other functions of the
said office? Are there NSO responsibilities that are still unknown to the
public? Aside from that, it would also be appropriate to develop another client
satisfaction survey after implementing the changes and be included in order to
define the new satisfaction ratings of the clients. Should there be a change
can greatly glue the change implementation as a success.
Conclusion
Change is inevitable in an organization.
How you implement it can mean a thin line between failure and success. That is
why in implementing change, it is important for the manager to be engaged with
it. Not to mention, more than changing the organization’s procedures, you also
need to change your employee’s attitude. Remember, they are the beginning and
the end of change. Their cooperation is crucial to the organization’s success.
That is why, make them involve, let them be aware of the change, its importance
to the enterprise and how their presence can aid in its success. Motivate the
employees and empower them. It is also a manager’s responsibility to continue
the change with continuous effort for development. Implementing the change is
only half of its success. The change must stick to the organization as stated
by Kotter’s Eight Steps for Leading Change.
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