Institutionalise new approach The following table describes the steps, actions needed and the pitfalls it may encounter: Table 3: An introduction to change management Steps Actions needed Possible pitfalls 1. Establish a Examine the slowing acceleration Underestimating the difficulty sense of of poverty rate and the ambitious of driving people from their urgency target to achieve single-digit comfort zones some people – poverty line. have been thinking that poverty is a forever subject Convince the need of hard-work as and never ending one. 2014 is just 20-months away. Becoming overwhelmed by risks. 2. Form a Assemble coordinating as well as People may have competing powerful implementing ministries with commitments with policy guiding shared commitment and enough reform e.g additional workload coalition power to lead change efforts in and intensified coordination. their respective ministries. Encourage to work as a team working on poverty reduction programs (BSM, Raskin, PKH etc) among TNP2K and other ministries. 3. Create a Create a shared vision to guide the Formulating a vision that is too vision change efforts tied with time-bound complicated and hard to nature to reduce poverty in a very understand or vague may short timeframe. create unnecessary confusions. Develop change strategy to realise the shared vision. 4. Communicate Use every vehicle and channel Under-communicating the the vision possible to communicate the vision as some people may – shared-vision and strategies to think having a vision is not achieve it. important; the most important thing is just do the work Establish new behaviours by the according to the broad example of the guiding coalition. mandate. 5. Empower Overcome structural barriers that Ignoring the existence of others to act on inhibit people to take action. change resistors that may the vision sabotage the process. Encourage risk taking and nonconventional ideas, activities and actions. 6. Plan for and Define visible performance Failing to achieve and create improvements. recognise early successes, or wins if achieved by chance Recognise and reward those who it’s instead of systematic efforts. contribute to the improvements. 7. Consolidate Reinvigorate the change process Too soon in declaring victory improvements with new programs. with the first performance and produce Manage resistance through improvement.
Institutionalise new approach The following table describes the steps, actions needed and the pitfalls it may encounter: Table 3: An introduction to change management Steps Actions needed Possible pitfalls 1. Establish a sense of urgency Examine the slowing acceleration of poverty rate and the ambitious target to achieve single-digit poverty line. Convince the need of hard-work as 2014 is just 20-months away. Underestimating the difficulty of driving people from their comfort zones – some people have been thinking that poverty is a forever subject and never ending one. Becoming overwhelmed by risks. 2. Form a powerful guiding coalition Assemble coordinating as well as implementing ministries with shared commitment and enough power to lead change efforts in their respective ministries. Encourage to work as a team working on poverty reduction programs (BSM, Raskin, PKH etc) among TNP2K and other ministries. People may have competing commitments with policy reform e.g additional workload and intensified coordination. 3. Create a vision Create a shared vision to guide the change efforts tied with time-bound nature to reduce poverty in a very short timeframe. Develop change strategy to realise the shared vision. Formulating a vision that is too complicated and hard to understand or vague may create unnecessary confusions. 4. Communicate the vision Use every vehicle and channel possible to communicate the shared-vision and strategies to achieve it. Establish new behaviours by the example of the guiding coalition. Under-communicating the vision – as some people may think having a vision is not important; the most important thing is just do the work according to the broad mandate. 5. Empower others to act on the vision Overcome structural barriers that inhibit people to take action. Encourage risk taking and nonconventional ideas, activities and actions. Ignoring the existence of change resistors that may sabotage the process. 6. Plan for and create wins Define visible performance improvements. Recognise and reward those who contribute to the improvements. Failing to achieve and recognise early successes, or if it’s achieved by chance instead of systematic efforts. 7. Consolidate improvements and produce Reinvigorate the change process with new programs. Manage resistance through Too soon in declaring victory with the first performance improvement.
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