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