Change is something that has come to stay in the public sector. Change has become a part of everyday life and must work on the same footing as operations (Grenny, 2017, 1-2). It is not something you can stop or pause. Today, our world is much more global and dynamic and requires both management and employees to be good at dealing with change. The one question that remains, is whether we are good enough to deal with it? "Change is the biggest story in the world today, and we are not coping with it adequately" (Bennis, 1973) Apparently we were not able to cope with it in 1973, and it is doubtful if we can in 2019. Nevertheless, the topic of change management is as important as ever, and will always have its merit. In this study, a two-phase change management process will be analysed in a public organization. Taking point of departure in the mid-management level, the change management process will be analysed using the transformative and programmatic approach. In the first phase, both the transformative and programmatic approach are used, with the programmatic being dominant in the beginning, and elements of the transformative approach more so in the end. The following change management elements are identified in the first phase: Prioritization, Time, Involvement and Trust. In the second phase, primarily the programmatic approach to change is being used. In the change management process, a more transformative approach is being pursued, but was not implemented in the research period. The following change management elements are identified in the second phase: Start-up, Process vs. Action, Meaning and Communication. Although the two phases have different conditions, it is argued that there remains several change management parallels. In particular concerning the use of the programmatic 5 approach in the beginning and the support of the managers. Regardless of the parallels that can be drawn between the two phases, this study shows that there is a significant difference between the two phases, while still rendering the chosen change management elements relevant across the two phases. The programmatic and transformative approaches to change management have in this study been strong explanatory tools. In the second phase of the change process, however, drawing on other change management perspectives could have yielded additional results. This case demonstrates that in any given change management process, a range of different management theories and perspective are apparent, all of which are relevant to observe and act upon as a manager.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||89|