Post on 20-Aug-2018
Gender
and
Organizational Change
- SESSION 8 –
Sara Falcão Casaca
Associate Professor, PhD
sarafc@iseg.ulisboa.pt
Lisbon School of Economics and Management / University of Lisbon
Research Centre in Economic and Organisational Sociology (SOCIUS/CSG)
ITC-ILO
9-13 April 2018
Session 8 - Organizational change
2
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
3
OD:
Integrated, planned and systemic approach to organisational change
• Individuals
• Groups
• Organisation
Organizational change
4
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
problemsIntervention
Structured activities,
supported by
techniques intended to
reach the organisation
as a whole
Evaluation
Obtained results
versus expected
resultsIntervention
plan
Organizational change
Planned Change: action-research method
Diagnosis
Identification
of problemsIntervention
Structured activities,
supported by
techniques intended to
reach the organisation
as a whole
Evaluation
Obtained results
versus expected
resultsIntervention
plan
Organizational change
Unfreezing Moving Refreezing
Analysis and feedback
Organizational change
7
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
resultsIntervention
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, statistical data available..)
Organizational change
GENDER AUDIT DIMENSIONS
About 100 research questions
https://www.iseg.ulisboa.pt/aquila/unidade/CeS/projetos/projetos/projeto-igualdade-de-genero-nas-
empresas---break-even?locale=en
1. Corporate mission and strategy
2. Human Resources Management
2.1 Recruitment and selection
2.2 Lifelong learning and training
2.3 Job analysis, performance evaluation and remunerations
2.4 Career advancement and development
3. Work, family and personal life balance
4. Work organisation
5. Respect for the dignity and integrity of workers
6. Social Dialogue and Participation
7. Internal and external communication
8. External relations
Question
Information verification
ObservationsMethodology
Methods and
Techniques for
Gathering
Information
Sources
2.1.1. Does the recruitment and selection of human
resources criteria and procedures take into account
the principle of equality and non-discrimination on
the grounds of gender?
Analysis of
documents
Interview s
Survey
questionnaire
Internal Rules
Mission and
Values
Code of Ethics
Recruitment
process (CV)
Information
collected through
interviews and
through survey
questionnaire
Interview with people in Top
Management, HR Management,
Management linked to production
and/or other relevant areas.
Interview with representatives of
workers’ collective structures (if
applicable)
Focus groups (SEE PGA – ILO:
Dynamics)
Survey: questionnaire to a
representative sample (workers)
•Human Resources Management•Recruitment and selection
Diagnosis:
13
Combination of different research methods and techniques, covering the different sources of information, namely:
- Collection and analysis of documents (Organisational Chart; Annual Report; Internal Rules; Code of Ethics; Corporate Mission and Values; Website; Sustainability Plans; Financial/Management Reports);
- Interviews with key informants (identified in conjunction with each task force);
- Focus groups consisting of groups of female and male workers from different areas/departments and hierarchical levels;
- Questionnaire conducted with female and male workers
The Diagnostic Guide
14
+
Definition of the duties of the task forces. (Appendix 2).
Inventory of all documentary sources to be collected and
analysed (Appendix 3);
Inventory of all data regarding the staff to be collected,
organised and analysed – drawn from the Annual Report
(Appendix 4);
Scripts for interviews to be held with key informants
(Appendix 5);
Script for the questionnaire survey to be conducted with
the staff (Appendix 6).
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
resultsIntervention
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
16
Measure
Depart-
ment/unit
respon-
sible/
Focal
point
Other
depart-
ments/
units
involved
Objective Goal Expected
impact
Resources Timefram
e
Monitoring
methodology
Result
indicator(s)
To train the
people
responsible
for
recruitment
and
selection
interviews
about
recruitment
and
selection
procedures
without
gender
bias.
Human
Resources
Department
[identify the
person(s)
responsi-
ble]
Those res-
ponsible for
Develop-
ment and
Training.
[identify the
person(s)
respon-
sible]
To contribute
to a fairer and
more
objective
recruitment
and selection
process for
women and
men.
50% of
those
responsi
ble for
the
recruit-
ment
and
selection
interview
s to be
fully
trained
one year
after the
plan’s
impleme
nt-ation
[specify]
A strategic
and inclu-
sive
manage-
ment of
human
resources,
which
favours the
admission
and
retention of
the most
competent
people for
the work
performed
at the
company.
Internal or
external
trainer in
gender
equality
[Specify
amount
budgeted]
During
the period
of the
plan’s
implemen
t-ation.
Analysis of the
training
supplied to
those respon-
sible for the
recruitment
and selection
processes.
Checking the
number of
people trained.
Comparative
analysis of the
recruitment
and selection
processes
before and
after training.
Ratio between
the number of
people
responsible for
the recruitment
and selection
interviews that
have been
trained and the
total number of
people
responsible for
the recruitment
and selection
interviews.
HRM: Recruitment and selection
Outputs in English
17
- Guide to Promote Gender Equality in Companies (integrated
version)
This tool includes:
• Gender audit - Diagnosis Assessment Guide
• Drawing up an Action Plan to Promote Equality between Women
and Men - Guide
• Training Guide
https://www.iseg.ulisboa.pt/aquila/unidade/CeS/projetos/projetos/proj
eto-igualdade-de-genero-nas-empresas---break-even?locale=en
The video: documentary on good practices implemented by the
anchor companies and the methodology followed:
https://www.youtube.com/watch?v=teaWcpsaUFU&feature=youtu.be
18Charlesworth, 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 assumptions, policies and practices that have
implications for organisational effectiveness and gender equality
(Cheklist);
2) The provision of a diagnosis based on the work culture of the
organisation; SEE ILO -PGA
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”.
OTHER TOOLS
• (handouts)
19
Leading change towards gender equality:
the roadmap
20
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”
1. Preparing the ground for change: -“time to lay the foundations”
21
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. Build alliances.
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.
2.
1. Preparing the ground for change: -“time to lay the foundations”
22
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. Build alliances.
Set up the change team (taskforce) and the training / coaching plan (Stage 1 –
attachment).
2.
• Change team (“Task force”
– Change leader (champion)
– Change agents
23
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
24Catalyst (2009), Engaging Men in Gender Initiatives: What Change Agents Need to Know, pag. 20
25
Engaging men
1. Preparing the ground for change: -“time to lay the foundations”
26
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. Build alliances.
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.
2.
2. Diagnosis: Gender Audit / Organizational audit -
“Time to uncover gender bias and legitimize change”
27
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.
3. Project implementation and follow-up – “Time
to Move towards GE…”
28
* Cf. Spiro, 2009
Put the measures in action/motion:
Identify the so-called ‘interventions’* for small wins .Early wins are important
Celebration (“building momentum for the long term”**) (Stage 5)
Organize regular meetings with members of the taskforce, discuss progress,
achievements, aspects to be improved, problems, challenges, actions/adaptions
needed
Communication / Mobilization plan.
Coaching, mentoring, training (Stage 7).
Keep ensuring the senior management commitment and support for change.
Gender-responsive evaluation (Stage 6)
29
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
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)
30
3. Project implementation and follow-up – “Time
to Move towards GE…”
31
* Cf. Spiro, 2009
Put the measures in action/motion:
Identify the so-called ‘interventions’* for small wins .Early wins are important
Celebration (“building momentum for the long term”**) (Stage 5)
Organize regular meetings with members of the taskforce, discuss progress,
achievements, aspects to be improved, problems, challenges, actions/adaptions
needed
Communication / Mobilization plan.
Coaching, mentoring, training (Stage 7).
Keep ensuring the senior management commitment and support for change.
Gender-responsive evaluation (Stage 6)
Session 8 - Leading change towards
gender equality: the phases
32
* Cf. Spiro, 2009
4. Consolidation, sustainability, celebration and pride –”Time to refreeze”
Session 8 - Leading change towards
gender equality: the phases
33
* Cf. Spiro, 2009
4. Consolidation, sustainability, celebration and pride –”Time to refreeze”
https://www.youtube.com/watch?v=teaWcpsaUFU&feature=youtu.be
Examples: good practices Break Even. 11’00’’ – 16’45’’
Further reading…
HANDBOOK ON
GENDER AND
ORGANIZATIONAL
CHANGE
– Chapter 2.