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close this bookOrganizational Performance and Change Management - Workshop proceedings - October 1-3, 1997, International Institute of Rural Reconstruction (IIRR), Philippines (IIRR, 1997)
close this folderWorkshop 3
Open this folder and view contentsChange management
Open this folder and view contentsCase 5: Philippine business for social progress (PBSP): Organizational change management
Open this folder and view contentsCase 6: Pambansang Kilusan ng mga Samahang Magsasaka (PAKISAMA) - A case of PO autonomy
View the documentComments on the cases
View the documentWorkshop outputs
Open this folder and view contentsSummary of discussions

Comments on the cases


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CHANGE MANAGEMENT IS a painful exercise. So much energy and resources are spent on it, you learn a lot from it to improve the organization. Yet, it is so easy to forget what you have learnt. There is a need to sustain the gains of change management, otherwise, organizations would lose the investments they have poured into the process.

"How does one maintain and sustain change itself?" is more appropriate than "How does one sustain the gains of change management?" The former reflects a mindset of accepting continuous change, consistent with any learning organization. People will have a very positive attitude towards change and will always try to continuously benefit from it if they are in a learning organization.

The challenge is to keep on changing or to keep the momentum of change and to constantly react to new things. But how does one does it without getting tired? Motivating individuals is the key. In NGDOs, there are still a lot of people who feel good about what they are doing and who want to be in a changing organization.

Every organization has to change to adapt to the dynamic environment. But there are some things that should not change. The core values of the organization; these are non-negotiable.