Third SIAP/ESCAP

Management Seminar
for the Heads of National Statistical
Offices (NSOs) in Asia and the
Pacific
31 January 02 February 2005,
Bangkok, Thailand
Theme: Managing Change
What New Things Will NSOs
Have To Do or How Will The
Same Things Be Done Differently
Day 1 (31 January 2005)
Time Session Responsibility
09:00-10:15 -Opening

-Overview of the Seminar

- Overview of the Change Management Process, including the
conceptual framework for the Seminar
- Break/Photo
Mr.Tomas P.Africa,
Director, UNSIAP
Ms. Davaasuren
Ch. UNSIAP
Prof.Dr.Aung Tun
Thet, UNSSC
Module I Understanding Change
10:15-12:00 - Presentation
- Q/A
- Group Work: Critical Assumptions of the Action Plan and
Considerations of Alternative Course of Action
Prof. Thet
12:00-13:30 Lunch
13:30-15:15 Group Reports/Plenary Discussions/Conclusions/Recommendations
Coffee/Tea Break
Participants/
Resource Persons
Module II Planning Change
15:15-17:00 - Presentation
- Q/A
- Group Work: Securing commitments of partners and stakeholders
and identifying coordination mechanisms
Dennis Trewin,
Australian
Statistician, ABS
Participants
Day 2 (01 February 2005)
Time Session Responsibility
Module II Planning Change (continued)
09:00-10:45 Group Reports/Plenary Discussions/Conclusions/Recommendations
Coffee/Tea Break
Participants/
Resource Persons
Module III Implementing and Consolidating Change
10:45-12:00 - Presentation
- Q/A
- Group Work: Identifying Monitoring Systems, including mechanisms
and indicators for work progress
Mr.Brian Pink,
Government
Statistician, New
Zealand
Participants
12:00-13:30 Lunch
13:30-15:15 Group Work (continued)
Coffee/Tea Break
Participants/
Resource Persons
15:15-17:00 Group Reports/Plenary Discussions/Conclusions/Recommendations Participants/
Resource Persons
Day 3 (02 February 2005)
Time Session Responsibility
Module IV National Strategies for the Development of Statistics
09:00-11:00 Presentations
- An Overview of NSDS
- World Bank Initiatives To Improve Statistics
- Issues related to the fundamental principles of official statistics that
have to be considered in NSDS
- Q/A
- Coffee/Tea Break
Ms. Frances
Harper,PARIS21
Mr.Fred Vogel,
Global Coordinator,
ICP, WB
Mr.Heinrich
Bruengger,
Director, Statistics
Division, UNECE
11:00-12:00 Panel Discussion Panellists,
Participants
12:00-13:00 Lunch
13:00-14:30 Panel Discussion
Conclusions/Recommendations
Coffee/Tea Break
Panellists,
Participants

14:00-15:30 Closing and Seminar Evaluation
- Recommendations and conclusions;
- Implications for capacity building;
- Proposed date, venue, theme for 4
th
Management Seminar;
- Evaluation and Closing Remarks
Participants/
Resource Persons
Expectations
CORPORATE LESSONS
So, we will be going through change
Heres three lessons from large
corporations to help you survive change.
So, the rabbit sat on the ground below the
crow, and rested.
CORPORATE LESSON 1
A crow was sitting on a tree, doing nothing all day.
A small rabbit saw the crow, and asked him,
"Can I also sit like you and do nothing all day
long?
The crow answered: "Sure, why not.
All of a sudden, a fox appeared,
Jumped on the rabbit... and ate it.
CORPORATE LESSON 1
Moral of the story is.
To be sitting and doing nothing
you must be sitting very, very high up.
"I would love to be able to get to the top of that tree," sighed the
turkey, "but I haven't got the energy.
CORPORATE LESSON 2
A turkey was chatting with a bull.
"Well, why don't you nibble on some of my droppings?" replied
the bull. They're packed with nutrients."
The turkey pecked at a lump of dung and found that it actually
gave him enough strength to reach the first branch of the tree.
The next day, after eating more dung, he reached the second branch.
Finally after a fortnight, there he was proudly perched at the top of the
tree
Soon he was spotted by a farmer
Who promptly shot the turkey out of the tree.
CORPORATE LESSON 2
Moral of the story:
Bullshit might get you to the top,
but it won't keep you there.
CORPORATE LESSON 3
A little bird was flying south for the winter.
It was so cold, the bird froze and fell to the ground in a large field.
While it was lying there, a
cow came by
and dropped some dung
on it.

As the frozen bird lay there in the pile of cow dung, it began to
realise how warm it was. The dung was actually thawing him out!
He lay there all warm and happy, and soon began to sing for joy.
A passing cat heard the bird singing and came to investigate.
Following the sound, the cat discovered the bird under the pile of cow
dung, and promptly dug him out and ate him!
PURR....
CORPORATE LESSON 3
The morals of this story are:
1) Not everyone who drops shit on
you is your enemy.
2) Not everyone who gets you out of
shit is your friend.
3) And when you're in deep shit,
keep your mouth shut
Prof.Dr.Aung Tun Thet,
UN System Staff College

Managing Change
Change is not merely necessary to life. It is life
Alvin Toffler

Current situation in the world
One billion people live on less than $1 a day
Another 2.7 billion survive on less than $2 a day
6 million children a year die from malnutrition before their fifth
birthday
Every 3.6 seconds, someone dies of starvation
11 million children die most under the age of five every year, and
more than 6 million of them from completely preventable causes
like, malaria, diarrhoea and pneumonia
114 million children do not get even a basic education
More than 2.6 billion people lack basic sanitation
5 million, mostly children, die every year from water-borne diseases

MDGs
1. Eradicate extreme poverty and hunger
2. Achieve universal primary education
3. Promote gender equality and empower women
4. Reduce child mortality
5. Improve maternal health
6. Combat HIV, AIDS, Malaria and other
diseases
7. Ensure environmental sustainability
8. Develop a global partnership for development
The Millennium Project
Report
First, each country should map the key
dimensions and underlying determinants of
extreme poverty by region, locality and gender
as best as possible with available data.
Country level processes to achieve the Goals,
pp.24
Introduction
Change is the singly most important
element of successful management
To remain effective, organizations (and
individuals in them) have to adopt a
positive attitude to change
Ignoring or trivialising change can be
costly
Change
No organization is
immune to change
To cope with new
external and internal
forces, leaders have
sought to
fundamentally alter
the way their
organizations work
The change process involves
Eight critical stages
1. Establish a Sense of Urgency
Examine external realities
Identify and discuss crises, potential
crises, or major opportunities
2. Form a Powerful Guiding Coalition

Assemble a group with enough
power to lead the change effort
Encourage the group to work as a
team

3. Create a Vision

Create a vision to help direct the change
effort
Develop strategies for achieving that
vision

4. Communicate the Vision

Use everything possible to
communicate the new vision and
strategies
Teach new behaviors by the example
of the guiding coalition

5. Empower Others to Act on the
Vision
Get rid of obstacles to
change
Change systems or
structures that
seriously undermine
the vision
Encourage risk taking
and nontraditional
ideas, activities, and
actions

6. Plan for and Create Short-Term Wins

Plan for visible performance
improvements
Create those improvements
Recognize and reward employees
involved in the improvements

7. Consolidate Improvements and
Produce Still More Change
Use increased credibility to change systems,
structures, and policies that don't fit the vision
Hire, promote, and develop employees who can
implement the vision
Reinvigorate the process with new projects,
themes, and change agents

8. Institutionalize New Approaches
Articulate the connections between the new
behaviors and organizational success
Develop the means to ensure leadership
development and succession

While there is no single source
of change, there is a clear
pattern to the reasons for
failure
Most often, it is a leader's
attempt to shortcut a critical
phase of the change process
Certainly, there is room for
flexibility in the eight steps
that underlie successful
change - but not a lot of room

Four Mistakes
The source of most failures
of change
1. Writing a memo instead of lighting a fire
Change efforts fail at the first critical step -
establishing a sense of urgency
Too often leaders launch their initiatives by
calling a meeting then expect people to
buy-in
It doesn't happen
2. Talking too much and saying too little
Most leaders
undercommunicate their
change vision by a
factor of 10
An effective change
vision must include new,
aligned behaviors on
the part of senior
executives
Leading by example
People watch their
bosses very closely
Inconsistent behavior by
a manager fuel the
cynicism and frustration

3. Declaring victory before the war is over
It is important to celebrate
results but underestimating
the difficulty and duration of
organizational transformation
can be catastrophic
If you settle for too little too
soon, you will probably lose it
all
Celebrating incremental
improvements is good to mark
progress and sustain
commitment - but don't forget
how much work is still needed

4. Looking for villains in all the wrong
places
The perception
that large
organizations
are filled with
middle
managers who
resist all change
is not only unfair
but untrue
People at every
level are
engaged in
change
processes
The biggest obstacles to
change are not middle
managers but, more often,
those who work just a level
or two below the CEO -
vice presidents, directors,
general managers, and
others who may have the
most to lose in a change
That's why it is crucial to
build a guiding coalition
that represents all levels of
the organization

All institutions need effective leadership,
but nowhere is the need greater than in
the organization seeking to transform itself
YOU must be the change
you wish to see in the
world
Mahatma Gandhi
Four Dimensions Of Change
Understanding
Change
Implementing
Change
Planning
Change
Consolidating
Change
Questions To Ask Yourself
Have I involved everyone who should be
involved?
Do I and my colleagues really believe that
involvement is essential for successful
CHANGE?
Has the case for CHANGE been communicated
and understood?
Have people had the necessary training and
preparation?
Have management layers been kept to a
minimum?
Producing change
Is 80 percent leadership -
establishing direction,
aligning, motivating, and
inspiring people
And 20 percent management
- planning, budgeting,
organizing, and problem
solving
Unfortunately, in most of the
change efforts, these
percentages are reversed


Questions To Ask Yourself
Have I ensured that everybody knows what
benefits are expected from the CHANGE?
Does everybody fully understand and accept the
case for CHANGE?
Can I answer everybodys vital question: Whats
in it for me?
Will the planned CHANGES genuinely make
peoples jobs more interesting?
What would I want done for me if my job was at
stake?
(1)
Change should not begin until all key questions
are answered
Involve people in plans
Measurement is the key to realistic planning
People work best if they identify a change with
their self-interest
Long documents, long words, and long
explanations are off-putting
Objectives must be few in number and
unambiguous
(2)
The likely consequences of change, inside and outside
the organization, need to be considered thoroughly
All key managers must fully commit themselves to the
change philosophy
Vital needs that must be supplied should be identified
and catered for
There needs to be regular liaison between all
departments and functions affected by the CHANGE
Everyone should understand the importance of treating
others as allies, not enemies
People at all levels are fully capable of understanding
the business case for CHANGE
(3)
Emotion cannot be countered by reason alone,
but requires emotional reassurance
Once trust is lost, it is very difficult to win back
Criticism is not necessarily mere resistance; it
may be well founded
Once the CHANGE programme is up and
running and working resistance will dwindle
In overcoming resistance, prevention is better
than cure
(4)
Confronting opposition and opponents is a
painful necessary
If obstructive ringleaders will not reform,
they will have to leave
All senior people should develop the habit
of taking and listening to everybody
(5)
Self-criticism needs to be allied with self-
confidence
If people whole heartedly support
CHANGE, they will become its ardent
defenders
Any set-up should be re-examined and
improved periodically
(1)
Do invite suggestions
from everyone
Do hold frequent formal
and informal meetings
Do involve teams in
planning as well as
implementation
Do manage peoples
expectations with care
Dont make offers people
cannot refuse
Dont keep unnecessary
secrets or tell any lies
Dont forget that
CHANGES should
improve organizational
results
Dont leave anybody out
in the cold
(2)
Do promote comradeship
among CHANGE agents
Do give CHANGE agents
stretching tasks
Do encourage people to
form and follow up ideas
for CHANGE
Do listen to what
CHANGE agents say
about morale and
reactions
Dont assume that older
people are too set in their
ways to be CHANGE
agents
Dont discourage others
by singling out CHANGE
agents for special
treatment
Dont prevent CHANGE
agents from using their
initiative
Dont create an
atmosphere of secrecy
Using Change Agents:
Qualities of change agents
Realistic
Effective
Communication
Attentive
listener
Ideas
person
Good
collaborator
Restless
Eager for
improvement
Emotional Reactions to Change
Time
Active
Passive
E
m
o
t
i
o
n
a
l

r
e
s
p
o
n
s
e

Stability at the
Point of change
Inability
to act
Denial
Anger
Bargaining
Depression
Acceptance
Testing
Dealing With Negative Reactions To
Change
Types of Negativity What to Do About Them
RATIONAL Explain plan with greater clarity
and detail
Involve everybody
Institute bottom-up programme
PERSONAL Stress improved job prospects
Accept managerial responsibility
EMOTIONAL Show with examples
Stage a series of meetings
Demonstrate
Explain the reasons for change
Be honest
Studying All Angles
of Change
External
Is the client satisfaction rising?
Has the improved quality
increased results?
Internal
Is the organization or
department meeting schedules
and targets? How is staff
morale?


Process
Is quality nearing 100 percent?
Can schedules be cut? Are
innovations emerging?



Result
Is the financial position better?
Revision of a
CHANGE programme
Implement
CHANGE programme
Measure results
and obtain feedback
If successful,
continue programme
If necessary,
revise programme
Individual Work
Please write down on coloured cards
1. What NEW things NSOs Have to Do
2. HOW will the SAME things be done
differently
As the result of the requirements of
MD/MDGs
Resistance To Change
Doesnt surface in standardized ways
Can be overt, implicit, immediate, or
deferred
Easiest for management to deal with when
it is overt and immediate
More challenging if it is implicit or deferred
Resistance To Change
Organizations and individuals resist
change
In one sense this is positive since it
provides a degree of stability and
predictability to bahaviour
Without resistance organizational
behaviour will lead to chaotic randomness
Resistance To Change
Is a source of functional conflict
Can stimulate healthy debate
Hinders adaptation and progress
Resistance to Change : Individuals
Sources of resistance Habit; Security;
Economic Factors, Fear of the Unknown
Habit, i.e., programmed responses helps
us cope with complexities of life; when
confronted with change this tendency to
respond in our accustomed ways becomes
a source of resistance
Resistance to Change:
Individuals
Security People with a high need for security
are likely to resist change because it threatens
their sense of insecurity
Economic Factors Concern that changes will
result in lower income; Fear that they cannot
perform new tasks or routines especially when
pay is closely tied to productivity
Resistance to Change:
Individuals
Fear of the unknown Change
substitutes ambiguity and uncertainty for
the known; You trade known for the
unknown and the fear and insecurity that
goes with it
Resistance to Change:
Organizations
Organizations are conservative
actively resist change change through
structural and group inertia and threats to
member expertise, power relationships
and established resource allocations
Resistance to Change:
Organizations
Organizations have built-in mechanisms to
produce stability systematically select certain
people and certain people out, people are hired
into an organization are chosen for for and then
shaped and directed to behave in certain ways
When the organization is confronted with
change this structural inertia acts as a counter
balance to sustain stability

Resistance to Change:
Organizations
Even if individuals want to change their
behaviour, group norms act as a constraint
Any redistribution of decision-making as the
result of change threatens the long-established
power relationships
Groups in the organization that control sizeable
resources often see change as a threat, those
that benefit from current al.location of resources
feel threatened by changes that may effect
future allocations
What should the manager do?
1. Initiating change is an important part of
the managers job
2. Expect resistance to change come in a
number of forms
3. Prepare to undermine this resistance

How to undermine resistance
Provide rewards for accepting change
Communicating reasons for why change
is necessary
Including people who will be effected by
the change to participate in change
decisions
Participation
Having staff participate in decisions that
affect them is no panacea
Has only a modest influence on employee
productivity, motivation and job
satisfaction
A potent force for combating resistance to
change
Right conditions for using
participation
Adequate time to participate
Issues are relevant
Staff have the ability to participate
Organizational culture support staff
involvement
With the right conditions
Participation can reduce resistance, obtain
commitment and increase the quality of
the change decision
Age Discrimination
Western cultures have historically been biased
towards youth
There is still a prejudice against hiring or
investing in staff over age 50
Part of this prejudice reflects the widely-held
stereotype that older workers have difficulties
with change
Older staff are perceived as being inflexible,
resistant to change and less trainable than their
younger counterparts
These perceptions are wrong
Older workers want to learn and are just
as capable of learning as any other
They may take longer to train but once
trained perform at comparable levels to
younger workers
Age is found not to be related to learning
and training outcomes
These perceptions are wrong
Older workers are more committed in that
they are less likely to quit their jobs that
their younger counterparts
They have lower rates of avoidable
absences
Workers 65 and over record higher job
satisfaction scores than their co-workers
aged 45-64
Group Work Arrangement
1. Participants will be divided into four
groups according to the attached group
list
2. Four rapporteurs (one for each group)
will be pre-selected
3. Group rapporteurs will report back to the
plenary
Day 1 (31 January 2005)
10:30-15:00
Critical Assumptions of the Action
Plan and Considerations of
Alternative Course of Actions
Objectives
Participants will be able to:
1. Learn how to assess and validate the
assumptions
2. Identify an alternative course of actions
and key tasks assessing their feasibility
Expected Outputs
1. A list of assumptions for each tasks of
the selected two actions
2. A list of proposed alternative course of
actions for the two actions
Directions
1. Complete a worksheet Critical
assumptions and alternative course of
actions, in relation to the Case Study
2. Develop and propose an alternative
course of actions in implementing
selected two actions
Worksheet: Critical Assumptions and
Alternative Course of Actions
Actions Key Tasks Outputs/
Outcome
Assumptions Alternative
ways to
implement
the tasks
1. 1.1
1.2
1.3


2. 2.1
2.2
2.3


Day 1 (31 January 2005)
Time Session Responsibility
09:00-10:15 -Opening

-Overview of the Seminar

- Overview of the Change Management Process, including the
conceptual framework for the Seminar
- Break/Photo
Mr.Tomas P.Africa,
Director, UNSIAP
Ms. Davaasuren
Ch. UNSIAP
Prof.Dr.Aung Tun
Thet, UNSSC
Module I Understanding Change
10:15-12:00 - Presentation
- Q/A
- Group Work: Critical Assumptions of the Action Plan and
Considerations of Alternative Course of Action
Prof. Thet
12:00-13:30 Lunch
13:30-15:15 Group Reports/Plenary Discussions/Conclusions/Recommendations
Coffee/Tea Break
Participants/
Resource Persons
Module II Planning Change
15:15-17:00 - Presentation
- Q/A
- Group Work: Securing commitments of partners and stakeholders
and identifying coordination mechanisms
Dennis Trewin,
Australian
Statistician, ABS
Participants
Day 1 (31 January 2005) 15:30-17:00
Day 2 (01 February 2005) 09:00-10:30
Securing commitments of partners and
stakeholders and identifying coordination
mechanisms
Objectives
Participants will be able to:
1. Learn how to identify What needs to be
done, by WHOM, with WHAT
RESOURCES, by WHEN and possible
COORDINATION MECHANISMS
Expected Outputs
1. A draft of detailed Action Plan with the
following specifications: WHAT needs to
be done, with WHAT RESOURCES, by
WHEN, and COORDINATION
MECHANISMS
Directions Each Group
1. Determines major components of the tasks and assign
actors involved for the ACTION PLAN
2. Determines required key resources and examines the
availability of them financial, expertise, professional
staff, facilities and equipment
3. Discusses the time frame to ensure that the key actors
and activities are properly coordinated in time
4. Identifies and highlights in the Worksheet, the tasks for
which no clear actor identified, unclear funding
sources, capacity limitations of staff, other resource
requirements could not be identified
Worksheet: Resources Availability
Assessment
Actions Key Tasks Responsible
Partners
Availability of
financial
resources
(1 5)
Low = 1
High = 5
Availability of
professional
staff/
expertise
(1 5)
Low = 1
High = 5
Time to
complete the
task
1. 1.1
1.2
1.3


2. 2.1
2.2
2.3


Day 2 (01 February 2005)
Time Session Responsibility
Module II Planning Change (continued)
09:00-10:45 Group Reports/Plenary Discussions/Conclusions/Recommendations
Coffee/Tea Break
Participants/
Resource Persons
Module III Implementing and Consolidating Change
10:45-12:00 - Presentation
- Q/A
- Group Work: Identifying Monitoring Systems, including mechanisms
and indicators for work progress
Mr.Brian Pink,
Government
Statistician, New
Zealand
Participants
12:00-13:30 Lunch
13:30-15:15 Group Work (continued)
Coffee/Tea Break
Participants/
Resource Persons
15:15-17:00 Group Reports/Plenary Discussions/Conclusions/Recommendations Participants/
Resource Persons
Change is Progress except
when it happens to us
UN SYSTEM STAFF COLLEGE
The Principle of Exceptionalism
While change elsewhere is desirable, we
are a special case immune from powerful
improvement
Results-Based Management
The key is the Results Chain
RBM
RESULTS
INPUT ACTIVITY OUTPUT OUTCOME IMPACT
Human
Financial
Technical
Mgt
Seminar
Number of
participants
Positive
Reaction
Increase in
knowledge and
skills
Enhanced
Performance
efficiency
effectiveness
ASSUMPTIONS
Remember
TELL ME I will forget
SHOW ME I might remember
INVOLVE ME
I will never forget

Action 1: Develop provincial level poverty indicators


Key tasks

Responsible
partners

Availability
of financial
resource

Availability
of
professional
staff/experti
se

Time to
complete task

1.1 income
and
expenditure
household
surveys with
increased
sample size


1.2
tabulation
and
estimation by
province



11. SCI*
2. MPO*
3.
MOSW*


1. SCI


4







4


4







4


2006-2008
(focus on 2007)





12006-2008
(focus on 2008)

* SCI: Statistical Centre of Iran
* MPO: Managing and Planning Organization
* MOSW: Ministry of Social Welfare


Action 2: Improve data quality


Key tasks

Responsible
partners

Availability of
financial
resource

Availability
of
professional
staff/expertis
e

Time to
complete task

2.1 review
data collection
methodologies



2.2 change of
reference
periods


S1. SSCI
2. MPO
3. ISS

S1. SCI


5




5


5




5

2006-2008





2006-2008

Day 2 (01 February 2005)
11:00-17:00
Identifying Monitoring Systems,
including mechanisms and
indicators of work progress
Objectives
Participants will be able to:
1. Learn how to establish good monitoring
mechanisms to achieve Action Plan
objectives
Expected Outputs
1. Proposed mechanisms to monitor the
ACTION PLAN implementation process
Directions Each Group
1. Identifies and proposes measurable indicators
for the results
2. Recommends monitoring mechanisms to give
an on-going overview of the ACTION PLAN
implementation process
3. Discuss what methods you will use to check
progress
4. Discuss what methods you will use to measure
the success of the ACTION PLAN
implementation process
Day 3 (02 February 2005)
Time Session Responsibility
Module IV National Strategies for the Development of Statistics
09:00-11:00 Presentations
- An Overview of NSDS
- World Bank Initiatives To Improve Statistics
- Issues related to the fundamental principles of official statistics that
have to be considered in NSDS
- Q/A
- Coffee/Tea Break
Ms. Frances
Harper,PARIS21
Mr.Fred Vogel,
Global Coordinator,
ICP, WB
Mr.Heinrich
Bruengger,
Director, Statistics
Division, UNECE
11:00-12:00 Synthesis and Integration: Outputs of the Group Work and Critique
-Bhutan
-Indonesia
Mr. Tomas Africa,
UNSIAP
12:00-13:00 Lunch
13:00-14:30 -(Continued)
- Iran
- Mongolia
Mr. Tomas Africa,
UNSIAP
14:00-15:30 Closing and Seminar Evaluation
- Recommendations and conclusions;
- Implications for capacity building;
- Proposed date, venue, theme for 4
th
Management Seminar;
- Evaluation and Closing Remarks
Mr.Andrew J. Flatt,
UNESCAP
Being A Change Agent
Boiling Frog phenomenon
Frog Prince
You have to kiss
many frogs before
you find the Frog
Prince
Understanding the Change Process
We need to be able to work with change at
the very micro-level (persuading
individuals within organizations to work in
new or different ways)
We also need need to be influencing the
agenda at the macro-level changing
public opinions
Our Roles in the Change Process
Inside Outside
Up-front





Backseat
As Change Agents
We need to consider two dimensions
Our position in relation to the organization
Our association with the change either
proactive or reactive role
Matrix of Strategic Roles
Inside Outside
Up-front
Champion

Within the organisation
Seen as a leader
Closely associated with
change
and moving things forward

Activist

Likely to remain an outsider
Fierce in supporting or
opposing change
Has strong views and
expresses them
Back-
seat
Tempered Radical

Working within the
organisation
Commitment to organisation
Work with powers-that-be
Still passionate and committed

Messenger

On the outside
May bring good or bad news
A Trojan horse?
Not closely associated with
change
always at one step removed

Question
How might you use the four strategic
change agent roles in relation to NSOs