联盟作为促进公平和包容的组织变革推动者:一个案例研究

Yun Ling Li, Karoline Evans, M. Bond
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引用次数: 0

摘要

当前的案例研究调查了有意的、系统的计划如何帮助组织利用这些愿意支持变革的盟友的能量。该研究的重点是发展一种点对点的方法,包括“公平领导者(ELs)”,这是美国东北部一所中等规模公立大学的一个更大的、多层次的组织变革计划的一部分,该计划解决了个人、人际关系和结构方面的问题。设计/方法/方法作者使用了多种方法来收集当前研究的数据,包括观察和访谈。在四年的时间里,作者参加了50多次EL会议。在这些会议中,作者记录了ELs关于讲习班发展和规划的讨论,关于讲习班内容的辩论以及ELs对这些讲习班的个人思考。在项目的第四年之后,前两位作者邀请了所有当前的el参加关于他们经历的半结构化、开放式访谈。案例研究表明,通过精心策划,同伴变革可以在推动组织变革中发挥多种作用。通过接受他们的正式责任并放弃他们的非正式权力,变革推动者能够在整个组织中产生辐射影响。组织也可以利用这样一个事实,即员工在同事的推动下更有可能参与到变革中来。最后,来自组织领导者的支持和资源很重要,因为这些投入不仅使变革推动者的角色合法化,而且还表明了行动的重要性。研究的局限性/意义本研究有局限性。首先,作者认识到这是一项基于单一背景的定性研究。尽管这项研究探索了一种理解变革动因的新环境——通过解决像微侵犯这样的微妙偏见,以社会规范为目标的精心策划的倡议——但作者认识到,有必要进行额外的研究,以了解实施如何在不同的环境或组织类型中发挥作用。其次,作者也承认,作为女性研究针对性别和交叉微侵犯的变革倡议,作者的地位可能塑造了研究人员的角色。原创性/价值研究结果强调了这样一种观念,即盟友可以作为有组织的同伴变革推动者,影响组织文化。与社会生态框架中的原则一致,该方法涉及选择组织内部的变革推动者,具有非正式的影响力或权力,并可以将影响扩大到组织的其他部分。此外,结果强调了组织提供基本支持和资源的需要,这些支持和资源可以帮助变革推动者连接组织目标和个人行动。
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Allies as organizational change agents to promote equity and inclusion: a case study
PurposeThe current case study investigated how intentional, systematic planning can help organizations harness the energy of these willing allies who may be motivated to support change. The focus of the study is the development of a peer-to-peer approach, involving “Equity Leaders (ELs),” that was part of a larger, multi-level organization change initiative that addressed personal, interpersonal and structural considerations at a mid-sized public university in northeastern USA.Design/methodology/approachThe authors used multiple methods to collect data for the current study, including observations and interviews. Over the course of four years, the authors attended more than 50 EL meetings. In these meetings, the authors took notes regarding ELs' discussions on workshop development and planning, debates on workshop substances and ELs' personal reflections on these workshops. Following the fourth year of the program, the first two authors invited all current ELs to participate in semi-structured, open-ended interviews about their experience.FindingsThe case study shows that through careful planning, peer change can play multiple roles in pushing organizational changes. By embracing their formal responsibilities and yielding their informal power, change agents are able to cause radiating impact across as organizations. Organizations can also capitalize on the fact that employees are more likely to be engaged in the change effort when it is promoted by peers. Finally, the support and resources from the organizational leaders is important because these inputs not only legitimize change agents' roles but they also signify the importance of the actions.Research limitations/implicationsThis study has limitations. First, the authors recognize that this was a qualitative study grounded in a single context. Although the study explored a novel context for understanding change agents—a deliberately planned initiative targeting social norms through addressing subtle biases like microaggressions—the authors recognize that additional examination would be necessary to understand how implementation may work in different contexts or organization types. Second, the authors also acknowledge that the authors’ positionality, as females studying a change initiative targeting gendered and intersectional microaggressions, may have shaped the role as researchers.Originality/valueThe findings underscore the notion that allies can serve as organized peer change agents to affect organizational culture. In alignment with the principles in the social ecological framework, the approach involved selecting change agents who are internal to the organization, have informal influence or power and can broaden the impact to other parts of the organization. Moreover, the results underscore the need for organizations to provide essential support and resources that can assist change agents to bridge organizational goals and individual actions.
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