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Appendix 5: Illustrations of readiness for change program implementation in the three cases
CASE CENTER
Indicators of
readiness for
change
Intent
Visible need and
pressure for
change and
sustained
momentum
Clear and shared
vision, sense of
direction, and
commonly
accepted goal
Descriptions Illustrative quotes
(To illustrate the program’s situation at the end of the initiation stage, the quotes are from the second
round of interviews, unless noted otherwise)
There was a visible need for change and clear external pressure.
All agreed that the program’s topic was important, but many
thought that this kind of work was already being done and did
not see the need for a separate program. Some were excited about
the new program approach, but were unsure of what it entailed.
Despite the many efforts of defining the program goals, there was
a lack of clear goals and confusion about the program’s scope
and content. The goals were viewed as too general, failing to
provide the desired guidance. A shared view about the program’s
role in realizing the required changes was lacking.
Peripheral program participant: “In my opinion this is the number one effort in [Center’s field], due to
its topic. Although I don’t know whether it will be this particular program that will be [the solution].
But this topic is unbelievably important.”
Sub-program manager: “Let’s say that if this program was about a less important topic, then there
might appear these thoughts like “do I have the time, do I have to do this, can’t we just keep doing
what we’ve always done”.” But since this is such an enormous issue and nobody has a solution yet …
It is very good that we aim to structure it with this program.”
Peripheral program participant: “The level of concreteness is not yet very high regarding the other
goals; I guess they remain to be elaborated.”
Peripheral program participant: “I don’t even know if [the goals] are challenging, they are just unclear
and vaguely expressed. They may still be on a too general level.”
Purposeful plan
for change
content, process,
and program
structure
Resources
Skillful and
charismatic
leaders, incl. the
program owner
and the program
manager
There was a lack of concrete plans for the program. Planning had
mainly focused on clarifying the goals, and little effort had been
put to planning the way how the goals could be reached. The
main structure of the program organization had been sketched,
but program management practices were lacking.
The program core team trusted in the abilities of the program
manager and spoke highly of him. Some others viewed him
merely as a coordinator, not as a genuine leader of the program.
Many peripheral participants called for more visible leadership in
the program, and more active involvement of higher-ranking
managers.
Peripheral program participant: “According to my understanding, there is a [written plan]… or at least
I’ve seen same slide sets. But one part is missing, namely what this will mean [to Center’s member
organizations]. It still lacks the “beef”.”
Sub-program manager: “As said, there are so many other things to do … I‘ve had the plan for [the
sub-program] as an initial draft version for a long time, but not until now have they set a deadline for
that.”
Sub-program manager: ”[Program manager] has provided good support, he has kept this going by
underlining the importance of our task all the time.”
Peripheral program participant: “I don’t know if [the program manager] as a person has what is
needed ... Change management requires a certain personality. … I’m not familiar with the history of
[the program manager], whether he has leadership experience, since this is about leadership.”