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

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

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Engaging men

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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Web of institutionalisation (Levy, 1996)

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Political sphere

Organisational sphere

Citizen’s sphere

Delivery sphere