ABSTRACT
This chapter investigates how the change programme is unfolded among the various participants on its trajectory. Considering the amount of preparation work and the seemingly well-engineered design previously discussed, one could perhaps expect the various participants to have been sufficiently well oriented about the trajectory and its aims. The chapter discusses the problems of non-connections, reconnections and disconnections between primarily the consultant, the HR people, the middle managers and the originators in top management. The broader, and more theoretical, objective of this chapter is to illuminate the collaboration and interaction between actors, managers, consultants, HR professionals, in change projects, in particular problems with division of labour and a partitioning of culture work. The apparent problems confirm many normative authors' convictions that top or senior managers must be involved and actively encourage or even demand middle managers to lead change in their units rather than to drive change through corporate staff-led programmes and consultant-led programmes.
