Att organisera förändring: designperspektiv på organisationsförändringar i tillverkningsindustrin
The objective of this study is to articulate the particular knowledge that is developed by participants in organizational-change projects, who succeed in questioning ingrained opinions and establishing new ideas, and developing alternatives. I thereby aim to contribute by setting new preconditions for participants in future change processes, so they can act as knowledgeable and creative individuals, with the capability to identify issues, and to proceed by trial-and-error.
The study is based on my own experiences as a wage-earners' consultant and as a researcher. I have reflected on previous change projects, their working methods, observations and conclusions of the time. This study is the result of an inner dialogue and dialogues with other practitioners and researchers. My choice of scientific approach has been influenced by neo-pragmatism. My understanding of organizational-change as design-processes is an attempt to replace old questions and problems with new, with larger potential for more expedient actions.
The design perspective I used is based mainly on Herbert Simon´s and Donald Schön´s attempt to develop a general theory of practical knowledge. By design perspective, I view organizations as artefakts and the participants in organizational-change as designers working in co-operation.
The design perspective directs our attention towards methods and patterns of action that would otherwise risk being neglected and forgotten. It helps us to see the creative work that is done in the later stages of the change process. The study gives examples of how participants under favourable conditions create space for design activities. They identify issues and investigate opportunities by testing ideas for solutions, reflecting and testing new alternatives. This method implies a radical change of relations between management, experts and employees. Thereby conditions are created to develop the capacity for change in companies, and to realise more complex and organic organizations.
capacity for change