ABSTRACT
This chapter discusses the cultural work at Technocom and key idea in the change programme to provide an occasion for people to vital issues and encourage flow of clarification and change work across the organization. The cultural change work is characterized by a certain ritualistic, rather than engaged and focused, instrumentalism. According to top and senior middle managers it was the junior middle managers and their subordinates who were supposed to be culture carriers and engage in and implement the new culture, based on ideals that were widely shared: the idea is to transfer a new way of thinking down the organization and to encourage suggestions. There was a significant shortage of strong intellectual, and emotional/affective engagement from several of those centrally involved in designing and implementing the programme. The shortage is also from other actors, unable to use the occasion to introduce and work with ideas, beliefs and values that could be seen as vital for improving the workplace.
