Improvisational change management in the pubic sector

This paper deals with the issue of how the use of a plan can improve change management when introducing groupware in the public sector, using an improvisational perspective. The research is based on an empirical study at a municipal administration investigating changes in the work situation after the implementation of groupware. When an improvisational model of change management was applied certain development possibilities of the model and it's use appeared. Firstly, the model does not acknowledge anticipated changes that do not occur in practice. Secondly, we argue that a more active utilization of a plan enables guidance of the process. Finally, we emphasize the necessity of translating a plan into a local context.