ENGENDERING ORGANIZATIONAL CHANGE: A CASE STUDY OF STRENGTHENING GENDER EQUITY AND ORGANIZATIONAL EFFECTIVENESS IN AN INTERNATIONAL AGRICULTURAL RESEARCH INSTITUTE (original) (raw)
This case study describes, analyzes, and extracts lessons from a collaborative action research project aimed at the dual agenda of strengthening gender equity and organizational effectiveness in an international research organization. The organizational change project focused on analyzing the organization's culture in order to identify deeply held assumptions, norms, and values that were producing unintended and inhibiting consequences for both gender equity and organizational effectiveness. The interventions focused on changing work practices and processes in order to interrupt and transform these cultural assumptions. This case study is written for managers, organizational change agents, action researchers, and consultants interested in enhancing the effectiveness of organizations through strengthening gender equity. The paper lays out in detail the approach, method, process, and analysis used in this major change effort and documents the unfolding results.
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The Center for Gender in Organizations (CGO) is dedicated to advancing learning and understanding of the connection between gender, in all its complexities, and organizational effectiveness. Through research, education, convening, and information dissemination, CGO aims to be a major catalyst for change in enhancing equity and effectiveness in organizations in both the profit and non-profit sectors worldwide. CGO is a part of Simmons School of Management and is supported by core funding from Simmons College and The Ford Foundation. To learn more about CGO and our activities, visit our website at www.simmons.edu/som/cgo. ABSTRACT 3 ACKNOWLEDGEMENTS 4 FOREWORD 5 2 Center for Gender in Organizations D. Role of the change catalyst committee 31 V. MONITORING CHANGE 34 A. Taking stock-one year later 34 B. Taking stock-two years later 35 VI. REFLECTIONS AND LESSONS LEARNED 37 A. Gender in organizations 37 B. Methodology for organizational change 39 C. Conclusions 42 REFERENCES 43 ANNEX TABLES 45
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