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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

Workshop outputs


THE FOLLOWING WERE identified by the group as factors facilitating change management:

· Personalized touch or handling of change by management
· Strong/decisive/united leadership
· Selective disclosure of information/transparency in certain general information
· Realistic time frame
· Availability of financial resources
· Availability of human resources to carry out the process
· Well planned-out change process
· Packaged transition program for retrenched staff
· Clear rationale/bases for change
· Clear reading of the macro/external environment
· Ownership of the decision by top management
· Willingness of top management to listen or to make themselves vulnerable
· Capacity/readiness of the policy-making body to handle change
· Understanding of organizational culture
· Staff understanding that NGDO work is not based on employment but volunteerism
· Continuing relationship with separated staff

The hindering factors pointed out were:

· Vested interests/insincerity of people who will implement the change process
· Ultra-democracy
· Untimely/premature disclosure of information
· Lack of skills in change management
· People's refusal to change
· All the other negative counterparts of facilitating factors enumerated.