There is nothing permanent except change!

AUNG KO KO TOE

3 Roots of Development

o Use of Fireo Hand Skillo Language

Circle of Fear

Change or be Change!

POWER The ability to INFLUENCE the behavior of others The Capacity to RESTRACTURE actual situation Power is not power over OTHER. Power is ability to get things DONE

If you want to change the world, First your view must be CHANGE.

Karl Max19 Century Political Economic Philosopher

We can Change!

Change Management

•Change Management is a systematic approach to dealing with CHANGE, both from the perspective of an organizational and on the individual level.

1) Adapting to Change2) Controlling Change3) Effective Change

MAIN THEMES OF MANAGEMENT(5) Functions

• Managing Self ------------ Reflective Mindset• Managing Organizing ------- Analytic Mindset• Managing Context ---------- Worldly Mindset• Managing Social Relationship --------- Collaborative

Mindset• Managing Change-------------- Pragmatic Mindset

Ref; The Essential Drucker by Peter.F. Drucker

Forces for CHANGE Social Trend World Politics Competition Economic Shocks Nature of Workforce Technology

Need Change = (D M R E V) > X•D = dissatisfaction with the current

situation•M = motivation•R = realistic •E = est. increased efficiency•V = est. increased result•X = est. resources to compete and support

Change

Resistant Factors Habit Security Economic Factors Fear of the Unknown Interest Threat to expertise Threat to Power relationship Threat to Resource Allocation

Two Types of CHANGE

Revolutionary ChangeEvolutionary Change

Resultant Change

Vision

Resources

Action Plan

Skill

Incentive

Change

8 Steps of Changing ProcessI. InitiationII. MotivationIII.DiagnosisIV. InformationV. DeliberationVI. Action PlanVII.ImplementationVIII.Stabilization

Organizational Change

Differences of change •Re-engineering •Re-structuring

Part change Structure change

Who are Change?

Directing Aligning Motivation Inspiring

BudgetingOrganizing

Problem Solving

Leader

Manager

Stakeholder in Change

1) Hardliner2) Reformer

3) Moderator4) Radical

Avoidance

Collaboration

Compromise

Competing

Accommodating

Tendency to Be Cooperative

Ten

den

cy t

o B

e

Ass

ert

ive

Change, Transition, Transformation

Basis classification of Change 1) Top-down Change2) Button-up Change3) Pact Change – negotiate transition4) Beside Change – import transition

Summary•Risk•Time, Place and Circumstance•SWOT analysis•Pragmatic Mindset – Realist View•Know Your Self•Know Your Environment

Amount of Risk

•Who knows nothing has great risk.•Who knows little has more risk.•Who knows more has less risk.•Who knows much has least risk.

Knowing is indirectly proportional with risk.

If you don’t accept the change… you’ll be changed.The End. Thank!