Browsing by Subject "organizational change"
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(2014)The use of service design is growing business at the moment. There is a need for a renewal of services both in public and private sector. Also both public and private organizations are facing the need to reorganize their work based on the need of new services. This creates the environment for many organizational changes in short time period. The employees and stakeholders should be able to follow all these changes taking place in the services, organizations and way of working. This Master's Thesis will focus on three aspects; human cognition and change, organizational change and service design supporting the change. The focus in this research is on the usage of service design methods in a strategic change process of organization and how it influences the motivation of individual employee or stakeholder to adapt the new way of working or using the new services. The research object is the service design project of Aalto University Library where the library is facing a strategic change from traditional library towards more multi-functioning learning center. The research is executed by interviewing the participants of the research object project and observing the project work. The research showed that the co-design methods can be helpful when organization faces the strategic change by motivating and supporting the employees and stakeholders in the change process. The co-design methods can support the change of employees' and stakeholder's mindset and behavior. Communication, collaboration and community atmosphere are also supported by the co-design methods. Service design is also offering the tools to create and support the feeling of influencing in the change process. All these aspects can be supported by service design when both public and private organizations are facing the need to reorganize their work together with creating new services.
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(2022)The objective of this Master’s thesis is to depict the expansive learning actions found in a change laboratory intervention process. The intervention method was based on developmental work research and the activity theory and these are also the premise of this study. The objective in the change laboratory is a comprehensive understanding of activity and collaborative redesign of activity. In expansive learning participants collectively create something for which there are no pre-existing models and the process of expansive learning is supposed to start in the change laboratory. The methodical selections for the study where qualitative research setting and abductive content analysis. The study material was a complete set of material consisting of conversation transcripts of change laboratory sessions executed in a hospital. Nine meetings where held and each had a varying number of participants. Hospital staff extensively from several specialties participated in the change laboratory process. Developmental intervention corresponded to the need for reorganizing activities in connection with a hospital fusion. Nearly all kinds of expansive learning actions where observed in the change laboratory process, except the last one about consolidating and generalizing the new practice. Several objects of development where worked on and they progressed at different paces. Therefore in the material a variation of progress of learning activities was observed. In the beginning of the process participants quickly got to the point of analyzing the activities and at the end of the process almost all kinds of learning activities where observed. It was interesting how the diversity of the participants from different units of the hospital could have affected the progress of development targets identified in the process and how they progressed in different paces. In terms of expansive learning activities this presented itself as multiple expansive learning cycles simultaneously progressing at different paces.
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