Abstract
Background: Through the last decade, defence organizations have been the subject of many changes. Changes that have shown to produce unintended consequences which have a negative impact on employee satisfaction, effectiveness etc.
Thesis: “How has an approach to change with a participatory focus and its facilitation within the Danish Defense Personnel Organization supported the FPS 2017 change process?”
Objective: The aim of the thesis is to develop norms and approaches, which can be used to manage change and mitigate unintended consequences.Method: This thesis has been conducted through a case based research design and contains studies in organizational documents and in semi-structured qualitative interviews. Jian Guowei, Jeffrey and Laurie Ford and Ann Culiffe have been used as a theoretical foundation in an inductive approach.
Results: Change desire employee involvement in order to facilitate dialog, through which interpretive schemes are transformed from management to employees. Openness and managing conversations together with face to face interaction between management, change agents and opposite employees, releases tension, produce legitimation and prepare employees for changes.
Conclusion: A lack of focus has been on the value of employee participation, dialog and integration between top management and employees during the FPS 2017 change process.