Managing gendered change
Some key principles
Dimensions of change
Build consensus
Everyone in the organisation should understand why change is needed and should agree to try it out. Gender advocates have to “sell” the idea before initiating actions for change. “What‟s in it for me?” must be answered. Consensus building may need to be repeated at key points in the process.
Get management backing
Senior management must put their weight behind the change process and gender advocates. Management commitment has to be made visible (“launch”, regular events, public affirmation). “What‟s in it for me?” works for management too!
Start small
In the initial stages, even small setbacks can derail the change process... but small successes can energise it. Carefully designed and monitored initiatives in „safe‟ spaces are the best bet. Identify “point of least resistance” for pilot.
Anticipate resistance
Gendered change involves reordering of power hierarchies –resistance is inevitable. Resistance can be expressed as hostility towards gender advocates. Gender advocates should be ready to deal with passive resistance (eg.silent noncooperation) as well as active opposition (eg. trivialising, lobbying to build opposition). Being assertive without being threatening is a basic skill for gender advocates.
Identify allies
Allies can help in dealing with hostility, resistance and subversion. Allies in management can spearhead structural change. Allies in the “general population” are most effective in pushing cultural change. Having men as allies or advocates is an advantage. Allies from the “outside” can add credibility.
Create space for learning
Learning processes can create interest, excitement, informed involvement in change. Learning processes should also be platforms for introspection and questioning. Learning events can also be safe spaces to experiment with new ways of relating and working together.
Stay self-aware
Recognise that you are under scrutiny because of your role in the change process. Be transparent about your own politics and “what‟s in it for you”. Share power, knowledge, responsibility – demonstrate new ways of working and relating.