1. MAKING CHANGE HAPPEN

2. Are you an OPTIMIST? Compiled from slides prepared by Subodh Sharan Gupta

3. Dream “One of the saddest lines in the world is, ‘oh come now – be realistic.’ “One of the saddest lines in the world is, ‘oh come now – be realistic.’ The best parts of this world were not fashioned by those who were realistic. they were fashioned by those who dared to look hard at their wishes and gave them horses to ride.” The best parts of this world were not fashioned by those who were realistic. they were fashioned by those who dared to look hard at their wishes and gave them horses to ride.” Richard Bolles

4. Believe in Change Demonstrate your belief in Change Have faith in others The essential quality

5. Myths People always resist change It is very well for youngsters but older people are set in their ways People don’t want responsibilities It is all very well for them, but we couldn’t do that here

6. Making Change Happen Uncomfortable/ Difficult Uncomfortable/ Difficult However, Satisfying However, Satisfying Pick battles big enough to matter and small enough to win

7. Lateral Leadership Making change happen You may or may not be the BOSS

8. Give responsibility to Colleagues Think how they will want their roles to be Make them attractive & empowering Lateral Leadership

9. Working to make change happen

10. Become a change agent - Speak up -Draw attention to the issue -Try to win the support of key actors -Try to gain media attention

11. Basic principles Be clear about what change you would like to see happen. Remember – pick issues that are feasible Make arguments backed by solid evidence. Good science will be necessary to guide our interventions, increase our credibility, and assure the prospects for success. Be guided by values of fairness, equity and social justice. Listen to the voices of those most affected by the problem

12. Why do they resist? Attitudes Attitudes Prejudices Prejudices Don’t share thinking patterns with you Don’t share thinking patterns with you No hard evidence seen No hard evidence seen

13. Two types of opponents Idea opponents (I think it should be done that way)  An idea opponent is always a potentialally.  Concentrate on outcome, accept ideas, redesign the package & arrive at a “WIN – WIN” conclusion.

14. Two types of opponents Visceral opponents (An emotional adversary, who not only disagrees with your point of view, but disagrees with you as a human being.) Therefore, do not make a visceral enemy  Never forget the power of your attitude  Never judge the actions & motives of others  Learn to make your point or present your case without making a visceral enemy

15. The resistance to change continuum 7. Yes, there is a problem: I am a change agent 7. Yes, there is a problem: I am a change agent 6. Yes, there is a problem: What are the options. I’m ready to try some action 6. Yes, there is a problem: What are the options. I’m ready to try some action 5. Yes, there is a problem: Give me more information 5. Yes, there is a problem: Give me more information 4. Yes, there is a problem: But I’m afraid of taking risks and/ or I don’t trust your motives 4. Yes, there is a problem: But I’m afraid of taking risks and/ or I don’t trust your motives 3. Yes, there is a problem: But I have my doubts 3. Yes, there is a problem: But I have my doubts 2. Yes, there is a problem: But it is not my responsibility (Blame culture, religion, system, our past) 2. Yes, there is a problem: But it is not my responsibility (Blame culture, religion, system, our past) 1. There is no problem 1. There is no problem

16. You can negotiate anything ?

17. Negotiation: A Skill We all know someone in our own setting, who is able to get things done by the authorities as s/he wishes What are her/his skills? How does s/he get the power? The famous railroad story

18. The Rules Establish trust If you do not trust others, they will not trust you. Build trust, share information, experience, feelings & needs. If you do not trust others, they will not trust you. Build trust, share information, experience, feelings & needs. Obtain information Research the issue, ask questions, listen with empathy, convey understanding. Research the issue, ask questions, listen with empathy, convey understanding. Meet other’s needs Package it in a way which meets all stakeholders’ needs and concerns. Package it in a way which meets all stakeholders’ needs and concerns.

19. The Rules Use other’s ideas Do not approach anyone with rigid idea. Keep enough space in your proposal to include other’s ideas. People do not own a process in which they had not contributed anything. Do not approach anyone with rigid idea. Keep enough space in your proposal to include other’s ideas. People do not own a process in which they had not contributed anything. Transform relationships to collaborations Choose for everyone good roles, trust them and give responsibilities. Choose for everyone good roles, trust them and give responsibilities. Take moderate risk Only those who do not do anything, remain risk free. Take risks in proposing change, in accepting ideas. Only those who do not do anything, remain risk free. Take risks in proposing change, in accepting ideas.

20. The Rules Ask for help People feel happy to ask for help and many of them become your friend if you ask for help. Do not hesitate. People feel happy to ask for help and many of them become your friend if you ask for help. Do not hesitate. If you expect help from others, you must help them also. If you expect help from others, you must help them also. Be creative. Ask for extra. Do not hesitate in asking for extra. Do not hesitate in asking for extra. Be patient, persistent Do not be in hurry. Give people time. Do not be in hurry. Give people time.

21. The Rules Don’t be intimidated People are going to differ. Every program has critics People are going to differ. Every program has critics Keep a focus on the issues Be very clear on what to accept and what not to accept Be very clear on what to accept and what not to accept Make it local and keep it relevant Ideas that worked elsewhere may not work in your local situation Ideas that worked elsewhere may not work in your local situation

22. Thank you Thank you