I am head of the Apprenticeship Center at U / Nord, a vocational education center I North Zealand. One of the big tasks that lies in my department is to help students in vocational education and training to get an apprenticeship. I am currently implementing a change in the way apprenticeship consultants work from an approach where they each have a network of companies in an industry / education that they collaborate with to collaborate with companies to get apprenticeships within several vocational educations. It is a change that meets considerable resistance in several places in the consulting group. In this master thesis, I have examined what narratives the consultants tell about their tasks and about the changes made by increased participation in projects. I have sought to identify the differences between the consultants narratives and leadership narratives about the tasks and purposes of the Apprenticeship Center and what significance it has for my management task. I have identified consultant narratives in August 2019, where I saw five different narratives in the consulting group. I found four downward narratives: the 'expert', 'the project-frustrated consultant', 'the martyr' and 'the victim'. I also found a single upward narrative, 'the silent optimist'. In November, I also identified five consultant narratives, but I saw a change; there were several of the downward narratives from August that I could not hear in November. In November I found the downward narrative 'the project frustrated consultant' but it was not as negative as in August. I also found the 'expert' but in November it seems to contain both upward and downward elements and has changed content from August to November. In November I can also find the narrative ‘optimist ', which corresponds to 'the silent optimist’ in August, but which in November has a clearer voice. In addition, in November I can identify two new narratives, both of which are upward, namely, 'we should all be here', 'the purpose-oriented'. These different narratives are identified and analyzed based on the 7 P's (Schnoor, 2016) in Chapter 5 of this master's thesis. Between August and November, I have identified four management narratives and experimented with 'change conversations’ (Nygaard, 2017) as a tool for changing employees narratives and mention of the change. I have identified four management narratives. Two are stable have been named 'the caring boss' and 'the frustrated boss'. The latter narrative may have a slight downward 3 trend. In addition, the downward narrative 'the wondering boss' and the last upward narrative, the only upside, the 'hero'. The analysis shows a big difference between the narratives that the consulting group and management are mentioning. Part of the change in consultant narratives from August to November can be attributed to the ‘change conversations’ conducted. Here I conducted ‘change conversations’ with 4 different consultants, each of which was challenged in relation to the ongoing change, symbolized by the increasing scope of project participation. The change conversations are useful as tools and I see signs that they have moved employees in a more positive direction in relation to working in projects. The systematics of change conversations will also be applicable more generally in my ongoing 1-1 conversations with my employees. It is a tool difficult to use and it will therefore require me to practice This master thesis contains in chapters 1 and 2 a general introduction to the problem definition on which the analysis is based and the managerial context in which I work. The analysis of consultant narratives and management narratives is presented in chapter 5 and is based on the methodological considerations presented in chapter 3 and the theoretical framework of narrative theory presented in chapter 4. In chapter 6, the results found in the analysis are discussed. In chapter 7, I reflect on my own development at MPG in general and in relation to this master thesis in particular. The conclusion of the master thesis is given in chapter 8.
|Educations||, (Graduate Programme) Final Thesis|
|Number of pages||45|