Engaging Change Management in Organizational Development: NSO’s Quest for Excellence in Public Service by Benedict Jan Baloncio

The first three operative words are quite challenging: ENGAGE. CHANGE. MANAGE. More so, implementing them at the public sector, which requires a well-thought program, consistent system, and commendable political will of a leader. Public sector possesses unique organizational set-up versus of the private and/or third sector, hence, organization development is deemed necessary; Appreciation and recognition is ought to be given for an exemplary performance. Furthermore, reading the article with title, Engaging Change Management in Organizational Development: NSO’s Quest for Excellence in Public Service sent me to surreality, but gave us a REAL and FAVORABLE EXPERIENCE as manifested at National Statistics Office Region 10  (NSO R10).

The article started with a theoretical foundation on Lewin’s model of unfreeze-change-refreeze and Kotler’s Eight Steps for Leading Change and Our Iceberg is Melting. The former presented a supporting System Model of Action-Research process as adopted from Johnsons (1976) by identifying the required INPUT (Preliminary diagnosis, Data gathering, Feedback results, and Actions planning), by analyzing a TRANSFORMATION (Learning process, Action planning, and Actions steps) and by anticipating a desired OUTPUT (Changes in behavior and Data gathering measurement). The latter, on the other hand, it illustrated concrete actions vis-à-vis the eight-step path to successful change. Presented theories then were used as guiding principles in the analysis of gathered data, consistent with their goal of achieving high-quality public service.

Equally important is the manner of gathering data and its validity. Data gathered used several methods: in-depth interview with key informants, focus group discussion (FGD), and distribution of questionnaires among the five provinces of Region 10 covering personal attributes of participants that summarized different organizational issues; a client satisfaction survey was also conducted as part of its first stage in Action-Research process.

After completing the UNFREEZING stage, where the results of the study were evaluated and analyzed, CHANGING stage commenced where actions were planned. The most challenging was on the REFREEZING, the diagnosis and treatment stage. On the case of NSO R10, they started with the engagement of the problem by identifying the issues and how they can manage them. CHANGES followed by communicating well to each employee with proper motivation and support among peers, supervisors and the Regional Director. Changes took time for them, but were successful and can be validated with the consistent awards and recognitions.

The article on the transformation at NSO R10 presented a solid foundation with theories backing it up, generation of scientific data and initiation of behavior changes and its measurement. The success of Change Management in Organizational Development for NSO R10 I think grounded by reviewing employees CORE VALUES, consistent with institution’s MISSION STATEMENT, having to consider as service-oriented industry.

YourDictionary.com defined Core values as fundamental beliefs of a person or organization. The core values are the guiding principles that dictate behavior and action. Core values can help people to know what is right from wrong; they can help companies to determine if they are on the right path and fulfilling their business goals; and they create an unwavering and unchanging guide. For corporations, core values can be manifested with their mission’s statements which are mostly published with their website or even within their premises.

An essential component of human capital management is managing a corporate discipline program. Corporate discipline requires appreciation of the work and moral standards and behavior set by the company and commitment to the company’s thrusts and undertakings. Indispensable to the company’s attainment of its objective to be the best institution is the quality of the employees who carry out its day-to-day operations. Their exemplary conduct, discipline and total commitment to doing business with integrity are the cornerstones of company’s success. The company’s long-term interests and the interests of everyone with a stake in the institution depend on its employees embracing the standards.

Accordingly, for any institution, the corporate discipline programs aim to instill among the employees a commitment and dedication to the virtues of honesty and integrity, together with a high sense of prudence, responsibility and efficiency in the conduct of duties. The problem arises on the observance of an employee with the set of corporate discipline, on how employee’s actions affects others, and is it imperative that all employees live by the values that their institution stands for and reflect these values in their behavior.

I remember then when I started my first professional career as bank employee, I had an immediate supervisor, a Bank Operations Officer for that matter, engaging in a personal activity that potentially compete with the bank’s business. Surely, these activities claim the employee’s time and attention during office hours. Among us newbies in the banking industry, we had questions in mind like, why is the branch manager allowing these activities? What if these situations may lead to conflict or potential conflicts between his personal interests and that of the bank? Is implementation of these programs are for the chosen few? If this corporate discipline program is not implemented, how can good conduct and corporate discipline be promoted in a culture of professionalism and maturity characterized by appropriate work ethics, socially acceptable behavior and high moral standards?

Along with the professional decorum expected for an employee, giving quality service and operational efficiency are vital and essential factors for business success. In the current workplace I am with, I transferred to another commercial bank by the way, it is a challenge for me to work with individuals in an environment where mediocrity is prevalent. It may seem undesirable to share, but there are individuals who cannot think outside the box, have questionable level of authority, lack level of trust, and where human interventions from superiors are commonly practiced. Furthermore, these observations have been strengthened with conversations among peers who recently joined the institution. We have noted that these can possibly come from the existing culture the institution has. Quite disturbing to point out, if such a culture continue to persist, how then can we promote the employee’s positive work attitude manifested with commitment and dedication to productivity and quality work output, and compliance with all policies in the performance of one’s duties?

Entrepreneur.com defined a mission statement as A sentence describing a company's function, markets and competitive advantages; a short written statement of your business goals and philosophies. Simply, it is what the organization hopes to achieve, the very reason for its existence. But backed by these objectives, are the people comprising it who should share the same goal as the company. Because needless to say, the mission will remain to be unfulfilled if its people tread a different path. Hence, employees should possess the ardent desire to achieve results through action and to rise quickly to challenges and opportunities. Employees should exhibit genuine and sincere concern to provide consistent quality service at all times and to maintain a working environment more conducive to enhanced work productivity.

“The strength of the team is each individual member. The strength of each member is the team.” as Phil Jackson would put it on TEAMWORK. An institution acknowledges that its success does not depend only on individual effort but more importantly on teamwork. Teamwork is the demonstrated willingness to work with others in the organization toward the overall achievement of desired results or set goals. Teamwork works best when each team member is competent and skilled and possesses enhanced interpersonal abilities. Open and unhampered interpersonal relations are the key to teamwork. The further challenge then is to maintain and sustain cordial relationship in spite of differences and disagreements.

For any service-oriented industry, the adage, “SERVICE is our BUSINESS” can be a battle cry and customers are the driving force behind everything. However, do institutions continuously prioritize customers’ needs by consistently delivering on the promises, dependably and accurately? Do employees are knowledgeable and courteous in the delivery of services? How willing are employees of the service-oriented institutions ready to help and provide prompt service. At a glance, they are still instances where failure to attend promptly to clients’ requests/inquiries, and rumor-mongering, gossiping and character assassination of clients are among the examples of non-acceptable behavior under this standard of conduct.

As an individual, employed or being a business owner, to maintain the confidence of the public we serve, we must always strive to work by the highest ethical standards or at least maintain the core values of professionalism, result-oriented, teamwork and customer care. We may have many roles to play at a given time but these can be fully tested on how we respond to situations. On personal note, I am fortunate that at an early stage, I was able to learn and to manage different roles, professionally responding to every need and always striving for excellence in everything I do. We are then challenged to uphold a rigorous standard of integrity and instill in our everyday conduct these competencies and to comply with the ethical business standards.

In summary, if only employees refrain from engaging in any kind of activity inside or outside the institutions that might compromise the interest, then its ethical business practices are complied with. If only employees maintain the highest degree of integrity, fully aware that any misconduct or misdemeanor is a breach of the confidence that the institution has entrusted to them, then misrepresentation is avoided and defined. If only the “I” is contributed in a collective action, then it creates productivity. If only institutions promote care for their customers and with their stakeholders, then business is sustained. If only these core values are well defined and adapted, then it creates competitive advantage.