Gender and
Organizational Change
- SESSION 8 –
Sara Falcão Casaca Associate Professor, PhD
School of Economics and Management Research Centre in Economic and Organisational Sociology (SOCIUS/CSG)
University of Lisbon
ITC-ILO
24-28 April 2017
Session 8 - Organizational change
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The organizational development approach (OD) Main purpose: to improve organizational effectiveness and workers’ well-being - organizational change through various planned interventions, built on the humanistic approach (participatory practices and democractic values)
Source: Adapted from Robbins, S. (2005). Organizational Behavior, Prentice-Hall, New Jersey, 11th edition.
Session 8 - Organizational change
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OD: Integrated, planned and systemic approach to organisational change
• Individuals
• Groups
• Organisation
Organizational change
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The organizational development approach (OD)
- it combines the contributions from social psychology and sociology
Groups Dynamics - T group techniques (Lewin, 1946)
Open System
Sociotechnical System Method: Action Research
Planned Change: action-research method
Analysis and feedback
Diagnosis Identification of problems
Intervention Structured activities, supported by techniques intended to reach the organisation as a whole
Evaluation Obtained results versus expected results Intervention
plan
Organizational change
Planned Change: action-research method
Diagnosis Identification of problems
Intervention Structured activities, supported by techniques intended to reach the organisation as a whole
Evaluation Obtained results versus expected results Intervention
plan
Organizational change
Unfreezing Moving Refreezing
Analysis and feedback
Organizational change
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The organizational development approach (OD) + dual agenda approach Main purpose: to improve organizational effectiveness and gender equality Method: Action research
Planned Change: CIAR – Collaborative Interactive Action Research*
Diagnosis
Gender audit Intervention
Structured activities, supported by techniques intended to reach the organisation as a whole
Evaluation Obtained results versus expected results Intervention
plan
Organizational change
* * Rapoport, Rhona; Bailyn, Lotte; Fletcher, Joyce K.; Pruitt, Bettye H. (2002), Beyond Work-Family Balance – Advancing gender equity and workplace performance, San Francisco: Jossey-Bass
Analysis and feedback
Mind the iceberg…
Visible/ formal aspects:
- objectives
- technology
- structure
- procedures...
Organizational change
• Data collection: analytical tools – Formal and informal interviews (individual and
round tables/Focus groups) – Questionnaires (Survey on-line/face-to-face) – Direct observation – Document/Content analysis (images,
symbols, language, data..)
Organizational change
Planned Change: CIAR – Collaborative Interactive Action Research*
Diagnosis
Gender audit Intervention
Structured activities, supported by techniques intended to reach the organisation as a whole
Evaluation Obtained results versus expected results Intervention
plan
Organizational change
* * Rapoport, Rhona; Bailyn, Lotte; Fletcher, Joyce K.; Pruitt, Bettye H. (2002), Beyond Work-Family Balance – Advancing gender equity and workplace performance, San Francisco: Jossey-Bass
Analysis and feedback
Action-research: an example
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https://www.youtube.com/watch?v=teaWcpsaUFU&feature=youtu.be 6’13’’ – 8’15’’ GUIDES: - GENDER AUDIT - ACTION PLAN - TRAINING – BUILDING UP CORE GENDER COMPETENCES
AVAILABLE FOR DOWNLOAD AT: https://www.iseg.ulisboa.pt/aquila/unidade/CeS/projetos/projetos/projeto-igualdade-de-genero-nas-empresas---break-even?locale=en
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Charlesworth, Sara e Baird, Marian (2007), “Getting gender on the agenda: the tale of two organisation”, Women in Management Review, 22(5), pag: 392
CIAR – four moments
1) The identification of work practices and work-life policies that have
implications for organisational effectiveness and gender equality
(Cheklist);
2) The provision of a diagnosis based on the work culture of the
organisation;
3) The identification of the leverage points – i.e. interventions for “small
wins” change.
4) The provision of support to the organisation in the implementation of
the changes, including in the evaluation of the outcomes”.
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The dual agenda approach
Leverage points for action: The use and politics of time Images of top performance Beliefs about hierarchy and control Definitions of real time
Rapoport, Rhona; Bailyn, Lotte; Fletcher, Joyce K.; Pruitt, Bettye H. (2002), Beyond Work-Family Balance – Advancing gender equity and workplace performance, San Francisco: Jossey-Bass
Organizational change
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The dual agenda approach
Small wins--» driving force for deeper changes
Rapoport, Rhona; Bailyn, Lotte; Fletcher, Joyce K.; Pruitt, Bettye H. (2002), Beyond Work-Family Balance – Advancing gender equity and workplace performance, San Francisco: Jossey-Bass
Organizational change
Leading change towards gender equality: the roadmap
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1. Preparing the ground for change - “Time to lay the foundations”
2. Diagnosis: Gender Audit / Organizational audit -
“Time to uncover gender bias and legitimize change” Project design (Action Plan) 3. Project implementation and follow-up – “Time to
Move towards GE” 4. Consolidation, sustainability, celebration and pride –
“Time to refreeze”
Leading change towards gender equality: moments and stages
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1. Preparing the ground for change: - “time to lay the foundations” • Organizational context: identifying the gender status in the organization
(attachment)
• Definition of the strategic goals to be achieved (gender equality).
• Ensure the conditions and map the political landscape: internal level - create the required acceptance and commitment by management (sponsor/s of change); identify leaders/champions, change agents (taskforce), identify possible sources of resistance, gatekeepers…and design the most suitable strategies to deal with them. External level: maximize support and extend alliances/network. Identify resources, benchmarks.
• Set up the change team (taskforce) and the training / coaching plan (Stage 1 – attachment).
• Start designing a communication plan --» Awareness (develop a vision, communicate, convince and share it, mobilize…). Trust, transparency, openness are key ingredients.
• Change team – Change leader (champion) – Change agents
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Leading change towards gender equality: moments and stages
• Broad support – Focal points – Stakeholders (internal and external) – Sponsors / management
• Win men’s support
Winning men’s support
19 Catalyst (2009), Engaging Men in Gender Initiatives: What Change Agents Need to Know, pag. 20
Leading change towards gender equality: moments and stages
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1. Preparing the ground for change: - “time to lay the foundations” • Organizational context: identifying the gender status in the organization
(attachment)
• Definition of the strategic goals to be achieved (gender equality).
• Ensure the conditions and map the political landscape: internal level - create the required acceptance and commitment by management (sponsor/s of change); identify leaders/champions, change agents (taskforce), identify possible sources of resistance, gatekeepers…and design the most suitable strategies to deal with them. External level: maximize support and extend alliances/network. Identify resources, benchmarks.
• Set up the change team (taskforce) and the training / coaching plan (Stage 1 – attachment).
• Start designing a communication plan --» Awareness (develop a vision, communicate, convince and share it, mobilize…). Trust, transparency, openness are key ingredients.
Leading change towards gender equality: moments and stages
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2. Diagnosis: Gender Audit / Organizational audit - “Time to uncover gender bias and legitimize change”
• Design the audit (identify existing tools, but keep in mind: change is a tailor-
made process) (See stage 2).
• Carry out (Participatory Audit) / Analysis / Feedback / Involvement.
• Consolidate the communication plan (evidence: legitimize the need for change). Work with internal and external allies
• Draw up the intervention plan (CIAR – Collaborative Interactive Action Research): clear measures; objectives; expected results; realistic targets; indicators (including the progress indicators); resources; responsibilities, time-line
(Stages 3, 4)
• Implement the mentoring, coaching and training plan.
Leading change toward gender equality: moments and stages
23 * Cf. Spiro, 2009
3. Project implementation and follow-up – “Time to Move
towards GE…”
a. Identify the so-called ‘interventions’* for small wins
Early wins are important / / Celebration (“building momentum for the
long term”**) (Stage 5)
b. Communication / Mobilization plan.
c. Coaching, mentoring, training (Stage 7).
d. Keep ensuring the senior management commitment and support
for change.
e) Gender-responsive evaluation (Stage 6)
Early /small wins
What specific objective can be accomplished in the first month or two that is: • Tangible • Symbolic of a particular value • Achievable
Potential “early win”: __________________________________ (Spiro, 2009)
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Leading change toward gender equality: moments and stages
25 * Cf. Spiro, 2009
3. Project implementation and follow-up – “Time to Move
towards GE…”
a. Identify the so-called ‘interventions’* for small wins
Early wins are important / / Celebration (“building momentum for the
long term”**) (Stage 5)
b. Communication / Mobilization plan.
c. Coaching, mentoring, training (Stage 7).
d. Keep ensuring the senior management commitment and support
for change.
e) Gender-responsive evaluation (Stage 6)
Session 8 - Leading change towards gender equality: the phases
26 * Cf. Spiro, 2009
4. Consolidation, sustainability, celebration and pride –”Time to refreeze”
PROCESSES TOOLS
Awareness/Vison Gender audit Project design Project Implementation
Follow-up
International conventions / Strategic political documents on gender equality and women’s rights National programs for the promotion of gender equality/gender mainstreaming (if available) Reports /Business cases/ Available data/information on gender bias and on the costs (implications) for men and women/ Dual approach – checklist on norms and work practices (raise awareness on the implications of gender bias to organizational effectiveness) Web of institutionalization Project chart
ILO gender audit Guidelines already available in your own countries/ internal to organizations (if available…) Dual approach check list on norms and work practices System Wide Action Plan on Gender Equality SWAP (UN) Scorecard (UN) Socio-economic and gender analysis (SEAGA-FAO) Web of institutionalization ACDI-VOCA – Manual &Toolkit INTERACTION – The Gender Audit Handbook EIGE – Short Guide Break Even (business sector) FAMOS (SMEs)
Gender audit reports ILO gender audit Guidelines already available in your own countries/ internal to organizations (if available…) Web of institutionalization Break Even (business sector) EIGE – Short Guide
Action plan Web of institutionalization
Action plan Follow-up tool
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