Organizational Change and Men
Men are the 'forgotten' or 'taken-for-granted' component of institutional
transformation. What support is appropriate to enable the shift from 'having
power' or a sense of 'powerlessness' to empowerment among men?
1. Global Context
There is a shift from . . . . . . . . . . . . . . . . . .
. . . . . . . .to . . . . . . . . . . .
- Economic
National Planning . . . . . . . . . . Global / Regional Interdependence
Short-Term / Bottom-Line . . . . . Long-Term / Environmentally Conscious
Vertical Industrial / Agricultural . . . . . . . . . Lateral High-Tech
- Political
Representative Democracy . . . . Decentralized / Participatory
Democracy
- Cultural
Institutional Help . . . . . . . . . . . . . . . . .
. Self-Help
Religious / Communal Homogeneity. . .Global Consciousness / Ethnic
Diversity
Racial Superiority . . . . . . . . . . . . . . .Inter-Racial
Respect
Male Dominance . . . . . . . . . . . . . Female / Male
Partnership
Women's Issues . . . . . . . . . . . . . Interdependent
Gender Issues
2. What's happening to men?
- Workplace
Men have a changing role in the workplace. In the past, men's significance
has been related to promotion, salary and control over employees. Factors
limiting promotion include down-sizing, delayering, plateauing, demography
and Employment Equity. Additional factors affecting traditional power
relations include decentralizing, and the formation of teams
where supervisors are facing the challenge of shifting from direct control
to being a 'cheer leader' and 'coach' for interdependent work stations with
participatory decision-making.
This shift in power affects all aspects of men's lives. Defensiveness
is expressed in sexual harrassment, violence, resistance to hiring the
designated groups, racism, absenteeism, stress, illness, addiction, lethargy
and passive defiance. It affects both unions and management. The 'golden
handcuff' appears to have replaced the 'gold watch'.
In the past, men have drawn from the well of 'noblesse oblige' and 'fairness'
to accommodate change. That well is nearly dry. It's time to take a
systematic approach to recreating men's interior resources.
- Family Life
Home life is deeply challenging traditional male roles. Men and women
are now for the first time approaching equality in levels of education
and employment. Yet women give more than double the amount of time and
energy to family life. This includes the relationship, the household
chores, the children, the community and his or her extended family. Even
though women's expectations about equality at home are rising, men
have significantly more individual time. Inequality leads to family break-up
and losses in productivity.
And what does it mean for masculinity when 65.7% of those who are
between the ages of 25 and 29 and living with parent(s), are men? In that
same age group,single/ never married males have risen from 31.1% in 1981
to 38.8% in 1986, an increase of 7.7 percentage points while the number
of single/never married women has only risen 5.8 percentage points to 25.4%.
- Society
Gender issues affecting men are rightly perceived as being negative;
eg., child s exual abuse, rape, murder, sexual assault and harrassment,
racism, custody, child support, wife battering, life expectancy and 'dumb
George' commercials. These negations need to become an invitation
for change.
3. Partners in Change: A Forum for Men and A Skillshop for
Men
Created by Neighbours Consulting, these programs are specifically
for men. They are designed to contribute to the implementation of organizational
change by enabling men to become proactive in relation to issues of equality
and discrimination thereby increasing the effectiveness of teams and coalitions.
- Purpose
First and foremost, the Partners in Change programs
are driven both rationally and emotionally by what is actually
occurring in the environment and culture of the participants' workplace.
Their primary purpose is to enable men to develop new resources and
new behaviour in relation to their own productivity and well- being, as
well as that of their fellow workers be they men, women, members of a visible
minority, aboriginal or differently-abled.
- Adaptability
The Forum and Skillshop are specifically adapted to the requirements
of a particular workplace or training program. In addition, there
are many other modules from which to choose. The combination would depend
on the specific business case. The content of the programs varies from
simple consciousness- raising to developing new behaviours with followup.
Formats can be fitted to a variety of time designs. A two-day format
would be optimum but one-day events are effective.
- Style
Preferably the leadership of an event such as this would include
a few of the men in that particular workplace or training program. Their
training would be simple and could be accomplished in a brief meeting prior
to the event. These same men could be involved in the evaluation and implementation.
- Spirit
The Partners in Change programs involve 'thinking',
'feeling' and 'acting'. They differ from the traditional form
of sensitivity training in that much of the 'feeling' aspect of this program
is derived from the requirements of one's own particular workplace rather
than 'letting it all hang out'. They also differ in that they encourage
and support the development of individual autonomy rather than subtly
creating another form of emotional dependency or intimidation. In this
context, these programs contribute to the nurturing of workplace teams
by significantly reducing the predjudices that affect productivity.
4. Intervention Motifs
- Cognitive
Men need the opportunity to change the rules for each other. Thus
forums and skillshops that support realistic conversations on their situation
are needed for men. Ventilation will occur but now 'it' can be talked about
and acknowledged as a reality. Words permit analysis, constructive reflection,
action and accountability.
- Affective
Japanese managers are going to clown school in order to unlearn self-
importance. By taking themselves less seriously, they hope to be able to
perceive and respond to the needs of their employees more objectively.
One may argue that this type of education should happen while growing up.
The reality is that men need opportunities for emotional development before
the raw necessity of addiction, heart attack, career disappointment or
divorce pry open that door. The dial permitting emotionality and support
among men and between men and women must be turned.
- Volitional
Men must be given the opportunity for educational programs that do
more than say what is no longer permissable. Role models and champions
of new proactive behaviour must be created. Consciousness-raising is essential
but it is limited if it is not tied to realisable actions. Sexual equality
can't be a reality if equality is not yet a reality between men. Since
most cultures practice gender inequality, the achievement of racial equality
and sexual equality are intimately related.
5. What are the benefits of Partners in Change: A Forum for Men
?
1. Equips participants to recognize and discuss gender issues in
the workplace.
Under-the-table stereotypes and superstitions are put on the table for
rational reflection.
Look for more rational conversations (listening and talking) between
men and women.
Look for evidence of more caring conversations between men and
women.
2. Builds participants' confidence to respond to the ambiguities and stress
of women and men working together.
The macro situation of women and men is discussed and a vision of a
new future i is evoked.
Look for a reduction in sexist language and behaviour in verbal
and written communication.
Look for men to have an increased confidence and sense of being
part of a new vision of equality.
3. Gives permission to men to be more nurturing of one another, thus reducing
unnecessary competitive stress.
Participants are guided through some new communication skills that validate
men's experience.
Look for new friendships and support networks among men that are
at home with creating equality.
Look for evidence of men working together and supporting each other
in this change process.
6. Themes of the New Men
Self-esteem - acceptance and emotional autonomy
Partnership - shared power in love and work
Parenting - nurturing and guidance
Friendship - giving and receiving support
Health - vulnerability and well-being
Sexuality - intimacy and confidence
Neighbourhood - caring for the environment
Citizenship - responsible multicultural participation
Passion - creativity and courage
Practicality - attending to office and domestic details
Kenneth Fisher November 1989
32 Morris Street Ottawa ON CAN K1S 4A7
(613) 233-7376 fax (613) 233-3037