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Topic: Managing Change
TABLE OF CONTENTS
Introduction
Literature
Change theories
Organizational Change in CIMMYT Agricultural Research Institute
Data Collection
Findings and Discussion
Recommendations and Conclusion
References
Introduction
Change is one phenomenon that characterizes every industry in the global market. Changes are due to new challenges that keep on upcoming thereby requiring new strategies to manage them. The purpose of this assignment is to examine a change situation in CUMMYT organization with a view of making recommendations for the improvement of the change management. In order to remain relevant in the market whether local market or global market, organizations must comply with changes accordingly (Burk, 2010). It has been ascertained that, organizations are able to gain competitive advantage in the market depending on their ability to adapt to change. One of the factors that have led to change in organizations is demand of customers, which keep on changing with time (Mabey and Mark, 2011). Customer satisfaction is very important to organizations and in order for organizations to satisfy their customers they have to adopt changes that help ensure customer satisfaction. One of the organizations that have exhibited change is CIMMYT. Merrill-Sands, Fletcher, Acosta, Andrews and Harvey (1999, pp. 5) states “At CIMMYT, major research areas involve conservation and distribution of genetic resources; plant breeding; plant protection and economic practices; biotechnology, socio-economic and policy analysis; natural resource management; and information documentation and training”. CIMMYT is one of the international agricultural research organizations funded by Consultative for International Agricultural Research. CIMMYT has more than 700 employees some of whom are recruited internationally. The employees are drawn from over 50 nationalities across the globe. The number of women in the organization was quite low and the by 1997, women staff comprised 24%.
Literature
Change theories
A number of theories have been stipulated by different theorists to demystify situation change in organizations. Some of the change theories include Kurt Lewin’s theory, Lippitt’s theory, Prochaska and DiClemente’s theory and social cognitive theory as well as theory of reasoned action and planned behavior (Schein, 2010). Kritsonis (2005) argues that Lewin’s change theory has three major steps and he uses a three-step change model to explain the theory. Human behavior is regarded as a dynamic balance of forces considered to be working in opposite directions. Schein (2010) mentions two types of forces, which are essential for the understanding of the Lewin’s change theory. The forces include the restraining forces and the driving forces (Ross, 2004). Driving forces lead to change in organizations because they are responsible for making employees to move in a particular direction. On the other hand, restraining forces in organizations tend to hinder change in organizations because the forces push employees in the opposite direction. Resting forces tend to perpetuate the status quo and as a result, they tend to oppose any force that meant to do away with the status quo. The reason for resisting change could be due to fear of new ideas and the fear of the uncertainties. Hence, things should rather be the way they are.
The first step in the Lewin’s change theory with respect to changing behavior in an individual or organization is known to unfreeze the prevailing situation or the status quo, which is considered in this theory as the equilibrium (Cummings and Worley, 2008). It is quite important to unfreeze the status quo in order for change to take effect; otherwise, the existing situation will continue prevailing. The freezing of the prevailing situation is possible by resisting group conformity and individual resistance. Kritsonis (2005) argues that three methods can be used effectively to freeze the status quo. The three methods include increasing driving forces, reducing restraining forces and combining the first two methods accordingly. The first method of increasing driving forces are meant to direct behavior of individuals away from the status quo while the second method is aimed at decreasing restraining forces known to influence the movement from the equilibrium or status quo (Burk, 2010). Kritsonis (2005, pp. 1) states, “Some activities that can assist in the unfreezing step include: motivate participants by preparing them for change build trust and recognition for need to change, and actively participate in recognizing problems and brainstorming solutions within a group”. Involvement of employees in decision making with regards to change is very important if change is to be secured in organization because it will enable employees feel a sense of belonging and when change occurs, they embrace it because they feel part and parcel of the process bringing about the change (Ross, 2004). Motivational factors are also instrumental in implementing change in an organization as indicated by the Lewin’s change theory (Cummings and Worley, 2008). Employees in organization need to be motivated to implement the change according to the expectation in order to realize the full benefits of the intended change (Schein, 2010).
The second step of Lewin’s change theory entails behavioral change in the movement. According to Kritsonis (2005, pp. 2) “… it is necessary to move the target system to a new level of equilibrium”. This movement can be achieved by using three different actions namely persuasion, working in unity and connecting of views. Employees need to be persuaded to have a different perception of the status quo because it is not beneficial. This process is very important because when the management makes employees see the need to change their perception towards the status quo they can embrace the change wholeheartedly by playing active role in the implementation of change (Mabey and Mark, 2011). Besides, unity of purpose in the process of change of the movement is very important. If the entire organization can change their behavior for quest of change and relevant information then change can easily be realized. Perception of different stakeholders in the organization should be connected accordingly and made to serve the common purpose of supporting change (Schein, 2010). The third and final step in the Lewin’s change theory is refreezing whereby after implementing change, there is normally a tendency for employees to revert to their old behavior, but refreezing will ensure that the effected change lasts (Cummings and Worley, 2008). Change cannot last in organization if refreezing step is not accorded the due attention. The third step of refreezing will ensure that the new values are well incorporated in the organization leading to new culture in the organizations.
The second change theory is Lippitt’s change theory, which has seven main steps. Lippitt’s change theory was formulated by Wesley, Watson and Lippitt in 1958. In the process of implementing change in the seven steps exchange of information is said to take place throughout. The seven steps identified in this theory are known to be more concerned about responsibility as well as the role of the change agent. The first step is problem diagnosis, followed by the assessment of capacity and motivation for change. Evaluation is very important because once the problem has been diagnosed it is imperative to ascertain whether the organization has the capacity to embrace the change in question (Cummings and Worley, 2008). Evaluation of resources to effect the change with regards to stamina, power and change then follows successively. Progressing change objects are then chosen in the fourth step where action plans as well as relevant strategies are developed according in order to meet the change of implementation of change. People to be responsible for the implementation of the change are identified in order to facilitate the change (Burk, 2010). The sixth step involves maintaining the change by enhancing communication, coordination as well as feedback and in the seventh step, the change agents are made to withdraw gradually once the change has become part of the culture of the organization.
In addition, according to Burk (2010), Prochaka and Diclemente theory has been formulated to explain the process of change in organizations especially with respect to behavior of employees in the organization. Prochaka and Diclemente theory was initially meant to show the change in the journey of a patients’ health behavior but the theory has been applied in different audiences. Prochaka and Diclemente established that people tend to pass through a number of stages in the process of change (Kritsonis, 2005). The stages include “pre-contemplation, contemplation, preparation, action and maintenance”. According to Prochaka and Diclemente the progress with respect to the changes are cyclical but not linear. The first step according to Prochaka and Diclemente is precontenplation where the intentional change moves from pre-contemplation to contemplation. At this stage, people are not aware of the problems without necessarily taking part in change process activities. People tend to resist change in their behavior by holding to the argument that their behaviors are normal (Burk, 2010). However, contemplating is known to occur when people start becoming conscious about the issue in question. At this stage, people contemplate changing their behavior but they find it quite difficult to commit to such change. Preparation in the next stage in the Prochaka and Diclemente theory, where people or individual feel real to transform their behavior follows (Cummings and Worley, 2008). Social support is necessary at this stage in order to give the individuals the assurance of making such change. The final step is maintaining the changed behavior, where necessary action is taken to reinforce the change. The next theory is known as the social cognitive theory initially called social learning theory (Cummings and Worley, 2008). Social cognitive theory stipulates that change in an individual or a group of people is influenced by personal factors, environmental factors and different attributes of the behavior. Social efficacy has been established to be very important since people must believe in their ability to carry out the behavior in question. Social cognitive theory has it that behavior depends on consequence and people will tend to change their behaviors depending on the consequences of theory their behaviors. Therefore, for a change in behavior to occur their positive expectation about their social learning must outweigh the negative expectations. It is therefore imperative that the benefits of the culture change in CIMMYT be made known to all employees because according to social learning theory, if the result of such change is found to be positive then employees will embrace the change accordingly. The social cognitive theory therefore recommends that in order to be successful in employee training program, there is a process that needs to be exercised. They include “Attentional process, retention process, motor reproduction processes and reinforcement process” (Kritsonis, 2005). The first process include paying attention to the details hence when the model is attractive, many people are likely to adopt it. Retention process, which is gauged by the degree of the individuals to remember the model as well as its characteristics, is the next stage in the process. Reinforcement process takes place when incentives are used to facilitate change in people’s behaviors.
The last theory of change is known as the theory of reasoned action and planned behavior, which implies that performance of behavior, depends on one’s intention to perform behavior. People’s attentions are shaped by two factors, which include the attitude and social environment (Cummings and Worley, 2008). It means that for one to change behavior, the attitude of the individual towards the behavior must be positive. In addition, the environment, especially the social environment also influences once behavior.
Organizational Change in CIMMYT Agricultural Research Institute
Centro International de Mejoramiento de Maiz Trigo (CIMMYT) is an international research institute with a remarkable reputation in research across the globe. CIMMYT research institute conduct research aimed at improving sustainable production of staple crops such as maize and wheat in the third-world countries. CIMMYT decided to bring about a situation change in the organization, which entails strengthening organizational effectiveness as well as strengthening gender equity. CIMMYT made remarkable breakthrough in its operation in 1960s when it participated in coming up with various plant varieties under the green revolution, which played a very significant role in containing famine in the developing countries across the globe. Such varieties were instrumental in increasing production quantity in different unfavorable conditions. Disease and drought are prevalent in some of developing countries and they contribute quite considerably in reducing the production of crops in the countries. Due to failure to produce sufficient food to feed the population, there is occurrence of famine. Therefore, the role that CIMMYT plays of doing research in crops have been very instrumental in reducing the level of hunger in developing countries. Merrill-Sands, Fletcher, Acosta, Andrews and Harvey (1999, pp. 1) states, “It continues to seek to improve the productivity and sustainability of maize and wheat system in developing countries around the world”. The data that is used in this research is secondary data gathered from existing literature. The data about the situation change in CIMMYT was derived from the website of the organization.
In order to be more effective in discharging its mandate, CIMMYT opted for a situation change in the organization to recruitment more women in the organization as well as to ensure hospitable environment to both men and women equally. Merrill-Sands, Fletcher, Acosta, Andrews and Harvey (1999, pp. 1) states, “To accomplish this goal, CIMMYT contracted several consultants and a team of action researchers to help it examine its work environment from a gender perspective, and to support specific changes of policies, management systems, work experiences and work culture”. The recruitment of women in the organization was viewed as a very important step of empowering women economically. In addition, women were given equal opportunity as men in the organization in order to increase the number of women working in the organization as well as to empower them. The effort of increasing the number of women in CIMMYT was deemed as one of the sure ways of enhancing effectiveness of the organization because women have proven to be dedicated to their job. Merrill-Sands, Fletcher, Acosta, Andrews and Harvey (1999, pp. 1) further states, “The intervention has focused on changing deeply held assumptions, norms, and value in CIMMYT that produce unintended consequences for both gender equity and organizational performance. While the change process is far from complete, significant achievements have been realized”.
Moreover, in order to successfully effect the intended change of ensuring gender equality and organization effectiveness, a common approach was adopted in the organization, which entails studying the status quo and developing appropriate programs to help achieve such objective of implementing and managing the organizational change. Identification and knowing of the status quo in an organization is indeed a very important step to effecting change in the organization. Kritsonis (2005) argues that knowing the status quo in the organization is important because it enable the unfreezing of the status quo in order for change to be effected. Therefore, studying the involvement of women in the CIMMYT with respect to their employment is significant in establishing the status quo. Analysis of the situation was carried out and it was found out that the organization is dominated by men. The organization devised a strategy of first engaging in analytic framework of the organization by defining the systems, norms, structures and practices of the organization. The main purpose of doing so was to establish whether the systems, norms, structures and practices of CIMMYT were gendered. The knowledge of systems, norms, structures and practices of CIMMYT with respect to gender is very important because it is to help determine the status quo in the organization. The result indicated that the systems, norms, structures and practices of CIMMYT were not gendered, thereby making it necessary to put in place measures that would ensure that the systems, norms, structures and practices of CIMMYT are gendered. According to Lewin’s change theory, change can successfully be effected by first unfreezing the status quo of systems, norms, structures and practices of CIMMYT, which is not gendered. Merrill-Sands, Fletcher, Acosta, Andrews and Harvey (1999, pp. 1) states, “Effective and sustainable progress on gender equity can occur only when the change effort integrates the goal of strengthening organizational effectiveness”. The change of ensuring gender equity could best be implemented when integrated with strengthening of organizational effectiveness.
Data Collection
Both primary data and secondary data were used in the assignment. The system in the CIMMYT was found not to favor women because the system was created for men and used to be driven by men. Therefore, in real sense women were discriminated in the organization in one way or the other. Such biasness had to be frozen since idea of bringing change in the organization was to be communicated and implemented in the system of the organization. Employee in the organization had to be made aware of the need to bring change in the organization but before doing so, analysis was conducted in the organization to ascertain the prevailing situation and perception of the employees. Information was collected where opinions of employees were sought in the organization. Inquiry was made in CIMMYT where a team of researchers was obligated to find out the obstacles that faced women in the organization. Research questions to that effect were designed accordingly to serve the intended purpose of gathering relevant data that would help the team and other stakeholders understand the prevailing situation about the organization and gender equity. The questions used in the research were not closed ended but open-ended because it was established to the most appropriate tool to collect opinions of participants without preempting their responses to the questions. The interviews conducted helped collect primary data that were then analyzed accordingly for better understanding.