ABSTRACT
In this and the following chapter we aim to elaborate on the cultural change programme according to the model of study presented in Chapter 4. The structure of the two chapters will thus largely describe various steps in the cultural change dynamic in order to, at least loosely, describe the emergence and formulation of the ideas and frameworks of those managers initiating the cultural programme as a planned change. We thus investigate how the managers (and others) perceived the situation prior to the conception and initiatives of the cultural change programme, what (if anything) management wanted to achieve by initiating such work, and how they worked with issues of design, implementation and interaction with the rest of the company. We also aim to show how the programme was received by those supposedly targeted by it as well as whether the programme may have resulted in any significant imprints on the organization. In the story below the design and implementation will be covered to a larger extent than the other aspects of the process, since we will return more frequently and extensively to the latter in the thematic chapters following the account of the trajectory. The two chapters are thus organized in the following sections, following our model for investigations:
• I Background; • II Objectives: strategy formulation; • III Design; • IV Implementation and interaction; • V Reception and interpretation – immediate responses and thoughts about the
messages and the process; • VI Results and outcomes – more long-term responses (change of values/
practices, picking up new concepts, observing changes that may be related to the cultural programme).
