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.