ABSTRACT
This chapter provides a study of people’s reactions to the introduction of Stratplan. Stratplan was an attempt to reform organizational processes and ideologies. Stratplan was marketed as a tool for increased market orientation. The Stratplan reform may be seen as an attempt to create a greater degree of identity, hierarchy and rationality. The Stratplan reform meant everyone learning the method and drawing up plans; it consisted of concrete, tangible action rather than just talk and visions. The pragmatist thought the company really needed the Stratplan reform. The Stratplan reform was a very good example of an attempt to create identity, hierarchy and rationality. One of the basic ideas behind the Stratplan reform was that change was to take place through the entire organization learning a new working method. The Stratplan reform required that large numbers of employees at the company learn the method.
