Gender and Organizational Change

Transcription

1 Gender and Organizational Change - SESSION 8 Sara Falcão Casaca Associate Professor, PhD sarafc@iseg.ulisboa.pt School of Economics and Management Research Centre in Economic and Organisational Sociology (SOCIUS/CSG) University of Lisbon ITC-ILO April 2017

2 Session 8 - Organizational change 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, 11 th edition. 2

3 Session 8 - Organizational change OD: Integrated, planned and systemic approach to organisational change Individuals Groups Organisation 3

4 Organizational change 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 4

5 Organizational change Planned Change: action-research method Diagnosis Identification of problems Analysis and feedback Intervention plan Intervention Structured activities, supported by techniques intended to reach the organisation as a whole Evaluation Obtained results versus expected results

6 Organizational change Planned Change: action-research method Diagnosis Identification of problems Intervention plan Analysis and feedback Unfreezing Moving Refreezing Intervention Structured activities, supported by techniques intended to reach the organisation as a whole Evaluation Obtained results versus expected results

7 Organizational change The organizational development approach (OD) + dual agenda approach Main purpose: to improve organizational effectiveness and gender equality Method: Action research 7

8 Planned Change: CIAR Collaborative Interactive Action Research* Diagnosis Organizational change Gender audit Intervention plan Analysis and feedback Intervention Structured activities, supported by techniques intended to reach the organisation as a whole Evaluation Obtained results versus expected results * 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

9 Organizational change Mind the iceberg Visible/ formal aspects: - objectives - technology - structure - procedures...

10 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..)

11 Planned Change: CIAR Collaborative Interactive Action Research* Diagnosis Organizational change Gender audit Intervention plan Analysis and feedback Intervention Structured activities, supported by techniques intended to reach the organisation as a whole Evaluation Obtained results versus expected results * 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

12 Action-research: an example GUIDES: - GENDER AUDIT - ACTION PLAN - TRAINING BUILDING UP CORE GENDER COMPETENCES AVAILABLE FOR DOWNLOAD AT: 12

13 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. Charlesworth, Sara e Baird, Marian (2007), Getting gender on the agenda: the tale of two organisation, 13 Women in Management Review, 22(5), pag: 392

14 Organizational change 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 14

15 Organizational change 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 15

16 Leading change towards gender equality: the roadmap 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 16

17 Leading change towards gender equality: moments and stages 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. 17

18 Leading change towards gender equality: moments and stages Change team Change leader (champion) Change agents Broad support Focal points Stakeholders (internal and external) Sponsors / management Win men s support 18

19 Winning men s support Catalyst (2009), Engaging Men in Gender Initiatives: What Change Agents Need to Know, pag

20 Engaging men 20

21 Leading change towards gender equality: moments and stages 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. 21

22 Leading change towards gender equality: moments and stages 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 tailormade 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. 22

23 Leading change toward gender equality: moments and stages 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) * Cf. Spiro,

24 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) 24

25 Leading change toward gender equality: moments and stages 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) * Cf. Spiro,

26 Session 8 - Leading change towards gender equality: the phases 4. Consolidation, sustainability, celebration and pride Time to refreeze * Cf. Spiro,

27 TOOLS PROCESSES Awareness/Vison Gender audit Project design Project Implementation 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 Follow-up Action plan Follow-up tool 27

28 Web of institutionalisation (Levy, 1996) Political sphere Organisational sphere Citizen s sphere Delivery sphere 28