This is my first presentation during the Friedrich Naumann workshop in Bangkok on principles of Change Facilitation

1. Why Change Has Changed Or The End of Institutions Holger Nauheimer Friedrich Naumann Fondation Bangkok, February 15, 2009

2. Have a dialogue in groups of 3: If you look at your work for promotion of democracy in Asia, what is you greatest challenge? Find one word that describes the challenges you experience.

3. Your perception of change Normally How do you see change? How du you assess yourself? What makes it right for you to stand at the position where you are? Is there any direction you would like to take? What would it take from you to go there? The people you work with, where would you place them on this grid? I like sustainability I don’t change if not needed I seek for changes in my way of working I adapt new things easily I am ready to change when required I feel change resistence when I am expected to change

4. Your perception of change I like sustainability I don’t change if not needed I seek for changes in my way of working I adapt new things easily I am ready to change when required I feel change resistence when I am expected to change Many people believe they are HERE… … but believe others around them are HERE… or …HERE or …HERE

5. Principles of Change Principles to observe in change processes: 1. Institutional change is a process of human interaction created by dialogue. Each actor has a distinct „mental model“ of the change process which is generated by individual life-time experience, personal filters and person-specific emotions. 2. Organizations, communities and societies are complex social systems. The behavior of a complex system in a change process cannot be predicted with absolute certainty; it can only be optimized. 3. “Successful” systems are driven by passion and responsibility of their members; they depend on deep alignment around common purpose and a continuous development of internal capacity to embrace uncertainty.

6. Changing Paradigms

8. Levels of Complexity in Change Processes Level of Complexity Type of Response Example for Intervention Source: Cognitive Edge Simple (known) Sense-Categorize-Respond Standard operating procedures Complicated (knowable/prospect) Sense-Analyze-Respond Scenario Analysis Complex (knowable/retrospect) Probe-Sense-Respond Whole Systems Change Chaotic (not knowable) Act-Sense-Respond Crisis management

9. Ralph Stacey’s Decision Matrix

10. 1. You can't mandate what matters 2. Change is a journey not a blueprint 3. Problems are our friends 4. Vision and strategic planning come later 5. Individualism and collectivism must have equal power 6. Neither centralization nor decentralization works 7. Connection with the wider environment is critical for success 8. Every person is a change agent Complexity of change process Fullan’s (1993) eight basic principles about change:

11. A B C ? D 1. Preparation: -Getting prepared for change journey: known and unknown -Exploring & understanding reasons and alternatives -finding common mind set: balance between top-down & bottom-up -Choosing change models -Finding right partners -Agreeing the rules and principles -Making first plans -Discovering change forums 2. Starting the change journey: -Getting everybody involved and engaged by joint planning, -Understanding A to B journey -First moves & actions towards the goal 3. Living the change journey: -Living the new reality -Using strengths -Solving problems measuring and changing the change -Becoming aware what works and what doesn’t 4. Creating skills for working in constant change: -Learning from the experience, -Developing new skills, -Being prepared for future changes, -Being able to chnage things fast Change Model 4: Phases of complex change process

13. Tools for Staff Involvement in Change