Perfomance Gap
Minority and majority of respondents on gender intervention
A minority supported the intervention in general at the beginning
The majority of respondents expressed their concerns with the intervention strategy of the project organisation, some of them even received the strategy with scepticism and hostility
Contradictory forces on gender intervention
there were observed high levels of opposition to
the interventions by the same respondents who support equality as a goal (Q: how do you think this can co-exist?)
Sources of resistance
- Quality challenge: to have gender and ethnicity play a role would violate the meritocratic
principle as positions should be obtained by merit alone. In this line of
argument, the interventions were considered as initiatives to help women
and ethnic minorities who are not able to succeed on their own merits.
Police would suffer quality loss because of the quota, and this was articulated repeatedly both in the interviews and in the public debate - Attributes associated with the position that women “do not have”: Candidates should have masculine criteria of a strong ‘prominent
dominance’ - Women work part-time
- Fairness challenge
- Perceptions of diminishing career opportunities of white men who were awaiting their turn to be promoted to the top of the police force and were
discriminated against solely because of their sex and ethnicity. - For those who thought that they were next in line, the interventions felt unfair and arguments that this was temporary did not ease the pain.
Diagnosis
- Diagnosis is a systematic approach to understanding and describing the present state of the organization. The purpose of the diagnostic
phase is: - to gather information to specify the exact nature of the problem requiring solution,
- -to identify the underlying causal forces,
- and to provide a basis for selecting effective change strategies and techniques.
Diagnostic process
Diagnostic models
- Analytical model
- Sociotechnical systems model
- Force-field analysis model
Resistance to change
On a personal level, change represents the alteration of set patterns of behavior,
defined relationships with others, work procedures, and job skills
Lifecycle of resistance
- Phase 1 In the first phase, there are only a few people who see the need for change and take
reform seriously. - Phase 2 As the movement for change begins to grow, the forces for and against it become
identifiable. The change is discussed, and is more thoroughly understood by more of the
organization’s members. - Phase 3 In this phase there is a direct conflict and showdown between the forces for and against
the change.This phase will probably mean life or death to the change effort, because the
exponents of the change often underestimate the strength of their opponents - Phase 4. There is still a possibility that the resisters will mobilize enough support to shift the
balance of power. Wisdom is necessary in dealing with the overt opposition and also with the
sizable element who are not openly opposed to the change but also not convinced of its benefits. - Phase 5. In the last phase, the resisters to the change are as few and as alienated as the
advocates were in the first phase. the actual conflict is usually more subtle and may only surface
in small verbal disagreements, questions, reluctance, and so forth
Kuebler-Ross change curve
Change model
DRIVING FORCES (for change)
- Dissatisfaction with the Present Situation
- External Pressures Toward Change
- Momentum Toward Change
- Motivation by Management
RESTRAINING FORCES (for change)
- Uncertainty Regarding Change: “The Comfort Zone”
- Fear of the Unknown
- Disruption of Routine
- Loss of Benefits: “What’s in It for Me?”
- Threat to Security
