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Topic: Managing Change

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TABLE OF CONTENTSIntroduction..................................................................................................................................3

Literature......................................................................................................................................3

Change theories...........................................................................................................................3

Organizational Change in CIMMYT Agricultural Research Institute........................................7

Data Collection............................................................................................................................9

Findings and Discussion............................................................................................................10

Recommendations and Conclusion............................................................................................11

References..................................................................................................................................13

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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

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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).

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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,

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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

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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.

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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

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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.

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Findings and Discussion

Data collected about the status quo of CIMMYT was then subjected to analysis. It was

established that majority of the employees in the organization said that during the green

revolution in the organization the level of commitment as well loyalty was quite high compared

to the time the research was carried out. Employees used to be selfless, since they gave the

mission of the organization the highest priority possible, and this helped the organization achieve

great objectives. However, the situation was not the same as the level of loyalty and commitment

of employees were reduced considerably. According to Lewin’s change theory the current

situation that needs to ne unfrozen is the current attitude of lack of commitment as well as gender

disparity. The attribute of selfless that made the employees value the mission of the organization

more than their personal life as well as their family formed part of the culture that was need to

make the organization more effective in realizing its goals. Employees that were interviewed also

said that there was no proper coordination at work place, which hindered the level of

performance in the organization because coordination is key to success of any given

organization. It was also ascertained that majority of the interviewees were optimistic that the

future of CIMMYT could still be secured.

Research on diversity of employees in CIMMYT with respect to gender indicated that men

dominated the organization. Domination of men is another status quo, which according to

Lewin’s change theory should be unfrozen in order to achieve change (Burk, 2010). However,

majority of the respondent were privy to the information that organizations that had many female

employees manifested great change in the livelihood of their families. Therefore, increasing the

number of female employees in the organization was indeed proper and would be effective in

improving the life standard of many families since economic empowerment of women had

proved to be quite effective in stabilizing societies economically. Different stakeholders in the

organizations including managers and employees of CIMMYT were well informed about the

status quo and the need to have situation change in the organization.

Following the analysis, a number of leverage points were identified that would be used to bring

about organizational change of gender equity as well as effectiveness of the organization. The

strategies include putting in place initiatives that would reduce overcrowded agenda of the

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CIMMYT as well as sharpen the organization’s strategic focus. The initiatives should be decided

after thorough evaluation, which Lippitt’s change theory stipulates takes place in a seven steps

process (Kritsonis, 2005). Other initiatives include “… foster consultation and communication

and reduce the system’s reliance on overly hierarchical norms of communication and decision-

making; and help people integrate work and personal life more satisfactorily” (Merrill-Sands,

Fletcher, Acosta, Andrews and Harvey, 1999). The organization also decided to recruit more

women in the organization as well as to create conducive environment for both men and women

in CIMMYT. This was deemed to attract more women in the organization. The first step was to

communicate the strategies to the different stakeholders of the organization especially the

employees in CIMMYT. This was critical because the assistance and commitment of every

employee in implementing such strategies is key to ensuring success of the implementation of

the organizational change. Persuasion of employees to have the strategies that ensure gender

equality and effectiveness of the organization implemented yielded fruit. According to Prochaka

and Diclemente theory, five main stages namely pre-contemplation, contemplation, preparation,

action and maintenance. There according to this particular theory can need to be taken to enable

employee analyze the situation before taking part in the change process activities (Mabey, M.

and Mark, 2011). The driving forces of ensuring effectiveness of CIMMYT were upheld as much

as possible while opposing forces were avoided as much as possible; especially those that

hindered the implementation of initiatives to improve effectiveness of CIMMYT as well as those

that encouraged recruitment of more women in the organization. According to social cognitive

theory, behavior depends on consequence and people will tend to change their behaviors

depending on the consequences of theory their behaviors. Since employees were informed of the

intended achievement of the organization change, they had to embrace the initiatives of the

change. As a result, the organization made remarkable progress in upholding gender equality in

the organization as well as improving the effectiveness of the organization in its operations.

Recommendations and Conclusion

Human beings are normally resistant to change; hence, it is important to devise the most

appropriate means to ensure that change is effectively implemented in an organization. Lewin’s

theory for change stipulates that change can be effected in three steps where the first step is

unfreezing the status quo followed by moving the target system and refreezing (Ross, 2004).

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There is tendency of people to be comfortable with current culture in organization, it is important

to make people understand and see the need to enable have a different perspective about the

existing culture (Schein, 2010). For instance, employees of CIMMYT should be made to

understand the essence of the change, which can be achieved by taking the employees through

the steps of Prochaka and Diclemente theory and Lippitt’s change theory. This is very

instrumental because once CIMMYT employees are converted and made to see the sense of need

for change, they will give in to persuasion to change and once the change is effected, it is

imperative to maintain the new status. There is also a challenge in organization that has adopted

a new culture. According to the social cognitive theory , employees tend to revert to their old

behavior; mechanisms should be put in place to prevent such developments (Kritsonis, 2005). In

the process of change, the organization should be ready to spend adequate resources in order to

make sure that culture change in the organization is successful. One of the means of ensuring

employees embrace change in an organization is by offering incentives to employees. This will,

make them be motivated top embrace to their own benefits and that of the organizations.

Situation change in organization in the current world is inventible in organization because there

are several factors that warrant change in organization. The challenge in the world especially in

the developing country is famine, which is necessitated by low production or crop failure as well

as lack of economic empowerment in different countries. In order for CIMMYT to realize it goal

of limiting famine across the globe its effectiveness as well women economic empowerment is

very important. CIMMYT decision to have an organizational change by adopting a new culture

that was intended to eliminate famine is quite appropriate. For instance, the organization devised

a number of initiatives to improve the effectiveness of CIMMYT as well as to ensure gender

equity. These efforts have long-term benefits to the organization and they should therefore be

implemented properly and enthusiastically. Through such initiatives, very many people from

across the world are likely to benefit from effective research conducted by CIMMYT in a bid to

maximize production of wheat and maize among other stable food in the third world countries.

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References

Burk, W., 2010. Organization change: theory and practice. New Delhi: Sage.

Cummings, T. and Worley, C., 2008. Organization development & Change. USA: Cengage

Kritsonis, A., 2005. Comparison of change theories. International Journal of scholarly academic

intellectual diversity, 8(1), pp. 1 – 7.

Mabey, M. and Mark, R., 2011. Energizing culture change. Available at:

http://clomedia.com/articles/view/energizing-culture-change [Accessed 9 Oct 2011].

Merrill-Sands, D., Fletcher, J., Acosta, A., Andrews, N. and Harvey, M., 1999. Engendering

organizational change: A case study of strengthening gender equity and organizational

effectiveness in an international Agricultural Research Institute. Available at:

http://www.genderdiversity.cgiar.org/publications/genderdiversity_wp21.pdf [Accessed 18 Nov

2011].

Ross, A., 2004. Lewin/Schein change theory. Available at:

http://www.entarga.com/orgchange/lewinschein.pdf [Accessed 9 Oct 2011].

Schein, E., 2010. Kurt Lewin’s change theory in the field and in the classroom: notes toward a

model of managed learning. Available at: http://www.a2zpsychology.com/articles/kurt_lewin

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