La Consolacion University Philippines

Master of Public Administration - RDP

PA 217
PUBLIC POLICY AND
PROGRAM DEVELOPMENT
SSS Group
Arellano - Caguntas – Cayubit –
Lorenzo – Mamangun – Sarmiento
March 2020
 introduction

We are all in a dynamic population and that we cannot deny. Everybody

moves from one position to another, one section to another, one
department to another, one organization to another, one management to
another and one government to another. Problem and issues arise.
Solutions and policies arise here and there. People change and things
change. This presentation may give us a clear point of view of the part
where, we, future managers and officials can be the part of the change and
can be the CHANGE where this dynamic population can achieve
ORGANIZATIONAL DEVELOPMENT for whatever purpose it is needed.

2
 What is Public Policy?

> Course of action or inaction taken by governmental

entities with regards to a particular issue or set of
issues
> Composite of decisions that government makes and
programs it implements to achieve goals

3
4
 Problems and
Agenda
1.1. Issues Creation and Agenda Building
1.2 Dynamics of Agenda Formulation
By Kenneth Cayubit, Cyra Mae
Mamangun and Marion Sarmiento
5
 Issues

> Issue is the point at which an unsettled matter is ready

for a decision.
> These are the problems that affect society as a group,
rather than on an individual level.

6
Issues Creation – this is the process by which the problem
or issues and alternative solutions can gain or lose elite
public attention, or is the activity of various actors and
groups that cause issue or prevent to gain a greater
attention. Also in setting issues are identified, clarified,
prioritized and support mobilization is gained through this
stage, for the problem to achieve agenda status, the policy
problem must be converted into an issue, where by an
issue is a theme or topic that generates attention because
there are different opinion made upon it.

7
 Agenda
> An agenda is a set of problems that
government wants to solve. Usually there are
so many of them that they must be prioritized,
with some problems getting earlier and more
attention than others.

8
Agenda-building can also be defined as process
through which policy agendas of political elites are
influenced by factors such as media
agendas (issues prominent in the news) and
public agendas (issues the general
public views as most important at a certain
particular time).

9
 Severity

Perimeter

Novelty

Urgency/Complexity

Value (quantifying the

problem)

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 Policy Making Steps
> Agenda building – a certain problem exist that is called to the
attention of the government – Illegal immigration, Crimes, Illegal
drug use
> Policy Formulation and Adoption – coming up with approaches to
solving the previously identified problems, and creating laws
which will be passed by the Congress
> Implementation – carrying out the policy to the institutions who
will carry out the approved law/rules, other than those who
formulated and adopted the law

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 Policy Making Steps
> Evaluation – Determining how well a policy works within a given
society
> Termination – A certain policy will be terminated, because of
that policy being obsolete, clearly did not work, or lost its
support from the interest groups and the elected officials that
placed it on the agenda on the first place.

12
 Personal experience and interpersonal

Gatekeepers and influential media

communication

Media Public Policy

agenda agenda agenda

Real world indicators of the importance of

and agenda, issue, or event
 Organizational
Change/Development
2.1 Forces for Change
2.2 Managerial Responses
By Germaine Caguntas

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15
16
17
1. External Forces
(beyond the control of management)

-> TECHNOLOGICAL CHANGE

--> GLOBALIZATION
---> SOCIAL & POLITICAL CHANGES
----> WORKFORCE DIVERSITY
-----> MANAGING ETHICAL BEHAVIOUR
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2. INTERNAL FORCES
(generally within management’s control)

> -> CHANGES IN MANEGERIAL PERSONNEL

> --> DECLINING EFFECTIVENESS
> ---> CHANGES IN WORK CLIMATE
> ----> DEFICIENCIES IN EXISTING SYSTEM
> -----> EMPLOYEES EXPECTATIONS
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 Managerial Responses / Organizational Growth

Employee reaction
1. Fear
2. Anger
3. Ambivalence
4. Enthusiasm
 Organizational
Change/Development
2.3 Models of Change Process
2.4 Resistance to Change
By Julie Ann Arellano

21
What is change?
change is the law of nature. it is necessary
way of life in most organizations for their survival
and growth.
What is organizational change?
it implies the creation of imbalance in the
existence pattern or situation and is a process of
moving from the present state to a desired state.
 Models of Change Process
1. Lewin's Change Management Model

- it was designed and created by kurt lewin in the

1950s
- his model consists of three stages which are:
unfreeze, change and refreeze.
Models of Change Process
 Models of Change Process

2. McKinsey 7 S Model

-it was developed by consultants

working for mckinsey & company in the
1980s
-it has seven steps or stages for
managing change
 Models of Change Process
2. McKinsey 7 S Model

Strategy plan created to get past the competition and reach

the goals; a step by step procedure or future plan

relates to the way in which the organization

Structure is divided or the structure it follows

Systems the day-to-day activities are performed

 Models of Change Process
2. McKinsey 7 S Model
Shared Values core or main values of an organization according
to which it runs or works

the manner in which the changes and leadership are

Style
adopted or implemented

Staff
workforce or employees and their capabilities
competencies as well as other skills
Skills
possessed by the employees
 Models of Change Process

3. Kotter's Change Management Theory

👉 most popular and adopted management theory in
the world by John P. Kotter
👉 this is divided into eight (8) stages where each
one of them focuses on a key principle that is
associated with the response of people of change.
Models of Change Process
 Models of Change Process
• step involves creating a sense of urgency a
Increase month the people so as to motivate them to
move forward towards objectives
Urgency
• getting the right people on the team by
Build the selecting a mix of skills, knowledge and
commitment
Team
• creating the correct vision by taking into
Get the Vision account, not the just strategy but also
creativity, emotional connect and objectives
Correct
 Models of Change Process
• communication with people regarding change
Communicate the is also important
vision

• in order to get things moving or empower

Get things moving / action, one needs to get support, remove the
Empower Action roadblocks and implement feedback in a
constructive way

Focus on Short Term • focusing on short term goals and dividing the
ultimate goal into small and achievable parts
Goals / create quick is a good way to achieve success without too
wins much pressure
 Models of Change Process

• persistence is the key to success,

Don't give up and it's important not to give up while
/ Build on the the process of change management
is going on no matter how tough
change things may seem

• besides managing change

Incorporate effectively, it is also important to
Change / reinforce it and make it a part of the
workplace culture
Make it stick
 Models of Change Process
4. Nudge Theory
👉This theory is mainly credited to Cass R.
Sunstein and Richart H. Thaler
👉Nudging someone or encouraging and inspiring
them to change is the basic essence of this theory
👉it focuses on the design of choices which is
responsible for directing our preferences and
influencing the choices that we make.
 Models of Change Process
4. Nudge Theory
👉this theory says is that choices must be
designed in such a way that it can be aligned with the
way people think and decide.
👉eliminates traditional change methods like
punishment enforcement and direct instructions
👉it thus minimizes resistance from employees of
a company and is very well applied in several
industries.
examples of nudge theory

37
 Models of Change Process
5. ADKAR Model 👉 goal oriented tool or model
Things for which this model can be used:
✋To provide help and support to employees to go
through the process of change or transitioning while
the change management is taking place.
✋to diagnose and treat the resistance
✋to come up with a successful and efficient plan for
the professional as well as personal improvements of
employees during the change.
 Models of Change Process
5. ADKAR Model
A -wareness – of the need and requirement for change
D -esire – to bring about change and be a participant in it
K -nowledge – of how to bring about this change
A -bility – to incorporate the change on a regular basis
R -einforcement – to keep it implemented and reinforced
later on as well
40
 Models of Change Process
6. Bridges' Transition Model
📌 Developed by william Bridges
📌concentrated and focusses upon transition
and not change as such
📌change can be instant, transition may take time
 Models of Change Process
Ending, Losing and Letting Go
• has to realize that he/she is coming near to
certain end so as to accept new beginnings
The Neutral Zone
• uncertainty, impatience and confusion
• bridge between the old and the new
• may also include innovation, renewal and a burst of
creativity

The New Beginning

• acceptance and energy
6. Bridges' Transition Model
 Models of Change Process
6. Kubler-Ross Five Stage Model
-Elisabeth Kubler-Ross
-helps to understand and deal with personal
trauma
7. Kubler-Ross Five Stage Model

44
 Resistance to Change

Resistance
🎨 refusal to accept something new or different
🎨 effort made to stop or to fight against
someone or something
🎨 Resistance to change is the action taken by
individuals and groups when they perceive that a
change that is occurring as a threat to them. Key
words here are 'perceive' and 'threat'.
 Resistance to Change

PEOPLE DO NOT RESIST CHANGE THAT THEY

BELIEVE IS IN THEIR BEST INTERESTS.
 Resistance to Change
WHY PEOPLE RESIST CHANGE
1. Loss of status or job security in the organization
2. Poorly aligned (non-reinforcing) reward systems
-without a reward, there is no motivation for your
team to support your change over the long term.
3. Surprise and fear of the unknown
-the less your team members know about the change
and its impact on them, the more fearful they will
become
 Resistance to Change
WHY PEOPLE RESIST CHANGE
4. Peer Pressure
-we utilize some kind of informal punishment for
colleagues who supports change which others don't
support
5.Climate of mistrust
-if your are trying to implement your change effort in
an environment where most of the people working with
you mistrust each other, you'll have limited success.
 Resistance to Change

it's hard to get employees to support the changes

that leadership wants to make when all that the
employees see for themselves are negative
consequeces.
 Resistance to Change
WHY PEOPLE RESIST CHANGE
6. Organizational Politics
-some resist change as a policitical strategy to
“prove” that the decision is wrong. others may resist
because they may lose some power in the organization.
7. Fear of failure
-others members resist the change because they are
worried thay they cannot adapt to new work
requirements.
 Resistance to Change
WHY PEOPLE RESIST CHANGE
8. Faulty Implementation Approach (lack of tack or
poor timing)
-changes are introduce in an insensitive manner or an
awkward time.
 Resistance to Change

PEOPLE IN AN ORGANIZATION WILL ALWAYS

EVALUATE THE BENEFIT OF ANY CHANGE. WILL THE
CHANGE MAKE THEIR ORGANIZATIONAL LIVES
BETTER? OR WILL THE CHANGE MAKE THEIR LIVES
WORSE?
 Resistance to Change
WHY PEOPLE RESIST CHANGE
9. Reallocation of resources
-some groups, departments or sectors of the
organization can receive more resources while others
will lose.
10. Misunderstanding the process
-they do not understand the real purpose of the of
the proposed changes.
 Resistance to Change
WHY PEOPLE RESIST CHANGE
11. The weakness of the proposed changes
-sometimes proposed change might have a weakness than
can be recognized by the employees.
12. Too much dependence on others
-change process brings threat to those employees who
too much depend on other individuals.
 Organizational
Change/Development
2.5 Approaches to Planned Change
2.6 Organizational Development Approach
By Hannah Lorenzo

55
“

56
Approaches to Planned
Change
 Planned Change
Change resulting from a deliberate decision to
alter the organization’s activities or concerns. It
is an intentional, goal—oriented activity
58
 Approaches to organizational change
👍PLANNED 👍UNPLANNED
-Change inside the company -Change in demographic
affecting employees, middle composition, performance
managers and top gaps, government
management; undergoes a regulation, global economic
specific process/cycle; has competition
established policies and -Often unforeseen
rules

59
 TYPES OF PLANNED CHANGE

Internal
1. Changes in services or the products
2. Changing the administrative systems
3. Changes in the organizational structure and
size

60
 TYPES OF PLANNED CHANGE

External
1. Technological Innovation
2. Advancements in communication and
information processing

61
 Want big impact?
Use big image.

62
Image Source: https://d2f0ora2gkri0g.cloudfront.net/bkpam2144442_kurtlewinschangemodel_1.png

63
 1. Gather all possible data/ Identify all
problemsWant big impact?
2. Consult the problems with experts Use big image.
regarding the identification and
prioritization of problem to be solved
3. Drafting the final problem to be solved
and identifying key factors on solving the
4. The client is the management problem
where all data will be presented for
them to approve the action for
change 5. Management, experts and key people
will agree with the data gathered
6. Key people, Management and
experts will form a course of action
that will be implemented
Image Sourec:
https://blog.hypeinnovation.c 7. Implement the action
om/hs-
fs/hubfs/images/blog/march-
18/change%20management
%20models%20comparison 9. Arrow going up means that the data will be
%20innovation.png?width=53
8. Key people in this action for
2&height=674&name=chang
e%20management%20mode
presented again to management for a
change must gather data to have
ls%20comparison%20innova
tion.png reporting of the change implemented and how
key indicators for the change 64 does it made a difference. The cycle goes on.
 Positive Model

Initiate the Inquire Into Discover Envision a Design and

Inquiry Best Practices Themes Preferred Deliver Ways
• Ask EEs on what • Strengthen • What is the Future to Create the
are the real issues whatever protocol change all about • Possibility Future
and what they and policy is in • What could be propositions
prefer for the place already • Overall
done with the • Answers every
change implementation of
change “what could be” the policy/program

65
66
 Organizational
Development
an effort planned, organization-wide, and
managed from the top, to increase organization
effectiveness and health through planned
interventions in the organization's 'processes,'
using behavioral-science knowledge.” -- Beckhard

67
 Organizational
Development
a response to change a complex educational
strategy intended to change the benefits,
attitudes, values and structure of organizations
so that they can better adopt to new technologies,
markets, challenges and dizzying rate of change
itself. -- Bennis

68
 Approaches to organizational development

🍒 Three Step-Model of Change

🍒 The Action Research Model
🍒 The Appreciative Inquiry Model
🍒 The General Model of Planned Change

69
 Three step-model of change

Change will only be

effective if people will learn
to embrace the change.

Image Source: 70
https://www.alchemyformanagers.co.uk/index.php?target=content&path=topics/Change%20Design/images/Change-Design-
 → Client participation is
encouraged
→ Usually used in health
The action research model care settings and
occupational health
research

Image Source: https://globalmanagement.files.wordpress.com/2014/08/action-research-model-of-change.jpg

71
 The Appreciative Inquiry Model

72
Image Source: https://miro.medium.com/max/1540/1*HZmLOajrWKwq9UnzNZ2wpw.png
 The General Model of Planned Change

73
Image Source: https://image.slidesharecdn.com/organizationdevelopmentandchange-141214050442-conversion-
gate02/95/organization-development-and-change-17-638.jpg?cb=1418533864
 The figure below shows that change is dependent on what the
organization/ management want to achieve.
Figure 1: What to

What to Change Change. Canila, 2018.

High
Societal behavior

Organizational behaviour
Difficulty Group behaviour
involved
Individual behaviour
Skills
Low Knowledge

Short Time
Long
involved
Case study
• Problem/Concern: Increased EE
late attendance during Monday
flag ceremony and non-
attendees of branch meeting
• Policy developed: Company A
issues late payment of P200 for
not attending Monday flag
ceremonies and branch meetings

75
 You can insert graphs from Google Sheets

Image Source: https://www.thebalancecareers.com/thmb/glRAf48lAMsrkfoXcCBBuyv3LVk=/1500x1000/filters:fill(auto,1)/best-and-worst-excuses-for-being-late-to-work-

2059789-v6-5b64b7eac9e77c007b4cd19c.png
76
Reactions to policy/change

All/Some employees are against

the policy since they’re paying the
fee including Job order employees

77
 Domino effect on being late
Other
Some
members
Role members
will be
Late overload to Burdened are
affected and
employee other employees complaining
will
employee due to slow
complain
transaction
too.

Received Employee
Decreased
Late memo from was Decreased
productivity branch
employee the discouraged
output
Admin/HR to work

78
 95% increase
In number of employees attending the Monday flag
ceremony and branch meeting (by observation)

Minimized lates
And a lot of employee discipline

🔑 100%
Total success!
79
 Unfreeze Refreezing
Problem: Change
Employee P200 Payment Increased
Attendance in for late employee
Flag Ceremony
attendance in attendance
and branch
Meetings flag ceremony in flag
BHs try to get and branch ceremony
the employee’s meetings and branch
side that the meetings
rule is better.

80
Place your screenshot here

81
 References
Management Study Guide Content Team. (2018). Forces of Organizational Change: Planned vs
Unplanned Change and Internal & External Change. Pitampura, New Delhi, India.

University of Oregon. (2020). StuDocu. Retrieved from StuDocu.com: https://www.studocu.com/en-

us/document/university-of-oregon/organizational-development-and-change-management/lecture-
notes/chapter-02-the-nature-of-planned-change/4298639/view

https://en.wikipedia.org/wiki/Agenda_building

https://www.slideshare.net/nadianaseem5/agenda-building

https://www.slideshare.net/nadianaseem5/agenda-building)

82
 References
10 EXAMPLES OF NUDGE THEORY
https://www.skipprichard.com/10-examples-of-nudge-theory/

MAJOR APPROACHES AND MODELS OF CHANGE MANAGEMENT

https://www.cleverism.com/major-approaches-models-of-change-management/

RESISTANCE TO CHANGE
https://managementisajourney.com/organizational-change-8-reasons-why-people-
resist-change/

https://www.entrepreneurshipinabox.com/223/factors-that-causes-resistance-to-
organizational-change/

83
Thanks for listening!
Any questions?
Find our team with the following email addresses:
arceogb@sss.gov.ph / cayubitkg@sss.gov.ph /
sarmientoma@sss.gov.ph / lorenzohd@sss.gov.ph /
mamanguncl@sss.gov.ph / arellanojr@sss.gov.ph
84
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