Boundary activities and readiness for ... - Projekti-Instituutti
Boundary activities and readiness for ... - Projekti-Instituutti
Boundary activities and readiness for ... - Projekti-Instituutti
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<strong>Boundary</strong><br />
aspect<br />
Temporal Most program participants spent a<br />
significant amount of their work time<br />
with the program, typically at least<br />
50%. Some worked full time in the<br />
program. Time was clearly allocated to<br />
the program, <strong>and</strong> program work was<br />
often prioritized over other tasks. Very<br />
few complained about the lack of time<br />
resources.<br />
Overall view in case Chain Indicators Illustrative quotes<br />
Most people worked part-time in the program,<br />
besides duties in the line organization. Still, very few<br />
complained about the lack of time to devote to the<br />
program work.<br />
Development area director <strong>and</strong> steering group member: ”My own schedule is<br />
so busy that I’m from time to time ashamed of how I don’t make myself<br />
familiar with issues until in the meeting, by simultaneously reading about them<br />
on my laptop.”<br />
Social <strong>and</strong><br />
identity<br />
There were very few indicators of social<br />
or identity boundaries between the<br />
program participants <strong>and</strong> other experts<br />
in Chain’s headquarters. However,<br />
many mentioned the distance between<br />
the headquarters’ personnel <strong>and</strong> the<br />
personnel in local units.<br />
Knowledge Some expressed worries about the<br />
distance between the program <strong>and</strong> other<br />
parts of Chain, describing how not<br />
everyone is aware of the program yet.<br />
The personnel in local units were described to<br />
associate the program with the headquarters, as they<br />
were not actively involved in the early program<br />
<strong>activities</strong> during initiation <strong>and</strong> little was<br />
communicated to them about the <strong>for</strong>thcoming<br />
changes.<br />
Some claimed that the program was distant from<br />
operations <strong>and</strong> from local units. Lack of active<br />
involvement of the Human Relations unit was also<br />
seen as a problem.<br />
Core development area coordinator: “I think we have to carefully think about<br />
how to bring the message to [local units], since the change is so radical … it<br />
means that the daily operations will be in immediate chaos, since this will<br />
touch upon a massive amount of people. The plans are on a very high level,<br />
<strong>and</strong> if we communicate them as such, it might cause unnecessary fears. So we<br />
have not yet communicated anything about the [central changes].”<br />
Support team manager <strong>and</strong> steering group member: ”In my [sub-unit], I’m sure<br />
that my colleagues there would say that they don’t know anything about this<br />
program. … Despite the amount of communication, <strong>and</strong> the comprehensive<br />
intranet site, it may still be that this remains distant <strong>for</strong> some reason.”