Forandringsledelsens æstetik

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Forandringsledelsens æstetik

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Title: Forandringsledelsens æstetik
en gentænkning af forandring som intervention
Author: Pelle Holm, Lochmann
Abstract: Since the beginning of the 1990’s change management has gained ever increasing attention throughout business schools and academia, leading to a significant impact on the way organizational change is understood and practiced. But in spite of its evident popularity, it can be difficult to find precise formulations on the nature of these changes. In this thesis, the question in focus is how we are to understand the concept of change in change management. The question is sought answered first through a literature review tracing the origin of Change Management, with special attention to one of the most influential theories shaped by John P. Kotter. It becomes clear that Kotters models exclude a majority of employees from the changeprocesses - making them subjects of change instead of active participants. Thus it becomes clear that Kotters planned approach to change, builds on a pedagogy of inequality, which not only lead to an exclusion of employees and their potentially important insights to change, but also reproduce an inequality which constrain and demotivate any change initiatives that does not come from the top. The second part of the thesis dives into the question of how we can form a theory of change management which doesn’t lean on and reproduce this sort of inequality, but promote equality. This question is sought answered, by drawing on the thoughts of Jacques Rancière. His ideas provides an agency-focused perspective, which helps open the concept of a heterogeneous approach to change management by highlighting the importance of equality and emancipation. In order to grasp how this could look in practice an example is provided, which helps picture the dynamics, roles and responsibilities of both the manager and employee. It becomes clear that this approach to leading change can move beyond the potential of traditional approaches to change, by encouraging autonomous thinking, trust and building up courage to risk making mistakes. With this analysis at hand the notion of organizational change is revisited, with special attention given to the understanding of organization as an aesthetic entity. I argue that my findings points towards a beneficial ontological shift in the understanding of organization which enables leading change through interventions in the sensible, while maintaining a pedagogy of equality at the heart of change.
URI: http://hdl.handle.net/10417/5621
Date: 2016-02-29
Pages: 82 s.
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