A Map for Tackling the Change Curve in a Complex Organization
Lindblad, Lilli (2022)
Lindblad, Lilli
2022
All rights reserved. This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2022102621613
https://urn.fi/URN:NBN:fi:amk-2022102621613
Tiivistelmä
The objective of the thesis is to provide a process map for the managers in a complex organization to tackle changes as successfully as they can with the help of the Kübler-Ross change curve. The study was done under Company X, a leading e-mobility enabler who provides a platform that the e-mobility industry can leverage.
The theoretical framework of the thesis consists of change management, the Kübler-Ross change curve and all its stages, leadership requirements, behavioral science, and the role of a manager in changes. The thesis was formed via the Double Diamond model and follows that structure throughout the work.
A questionnaire was created for the employees, and it was studied using quantitative research methods. The results indicated clear values that the employees saw as most important for managers and the organization during changes. The results also stated that the length of one’s career in the industry affects where they are on the change curve. The longer you have been in the industry the further you are on the curve. A process map was then defined, by using the questionnaire answers and the source material, to provide a clear map for the managers to tackle the changes and engage their employees in the most beneficial and effective way.
The final map can be used towards any individual in the company. It provides steps and recommendations for all the stages of the change curve and can be modified for each employee. It also highlights the change requirements of the entire organization and the necessary skills needed for the manager to fulfill those requirements in Company X.
The theoretical framework of the thesis consists of change management, the Kübler-Ross change curve and all its stages, leadership requirements, behavioral science, and the role of a manager in changes. The thesis was formed via the Double Diamond model and follows that structure throughout the work.
A questionnaire was created for the employees, and it was studied using quantitative research methods. The results indicated clear values that the employees saw as most important for managers and the organization during changes. The results also stated that the length of one’s career in the industry affects where they are on the change curve. The longer you have been in the industry the further you are on the curve. A process map was then defined, by using the questionnaire answers and the source material, to provide a clear map for the managers to tackle the changes and engage their employees in the most beneficial and effective way.
The final map can be used towards any individual in the company. It provides steps and recommendations for all the stages of the change curve and can be modified for each employee. It also highlights the change requirements of the entire organization and the necessary skills needed for the manager to fulfill those requirements in Company X.