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.