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Topic: Managing Change
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TABLE OF CONTENTS
Introduction ................................................................................................................................. 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 decisionmaking; 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
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intellectual diversity, 8(1), pp. 1 – 7.
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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:
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2011].
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http://www.entarga.com/orgchange/lewinschein.pdf [Accessed 9 Oct 2011].
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model of managed learning. Available at:
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