This project takes point of departure in the following research question: How do change recipients in the Danish public health sector respond make sense of a new IT-system and can these reactions tell us something about change management in general?. The case study is the maternity ward at the Rigshospital, located in central Copenhagen and the project investigates how midwives make sense of the Healthcare Platform that was implemented on November 5th 2016. The empirical data consists of two semi-structured focus-group interviews with each two midwives. Through these interviews and within the theoretical framework of Karl Weick’s sensemaking theory from 1995, I analyse how the midwives identity construction and interaction with the established environment affects their process of making sense of the new system. The findings show that the responses to the Healthcare Platform differs significantly among the four interviewees depending on whether they can align the new system with their professional and personal identity or not and how they interact with the socially established environment that is created intersubjective by the midwives themselves as well as the management. The second part of the project investigates to what extent these findings can contribute to change management in general. For this purpose, the ADKAR change management model is brought in in order to contrast it to the findings and determine whether it applies to this case and, most importantly, whether there are discrepancies or places where the findings of the sensemaking analysis can add to this “best-practice” change management model.
|Uddannelser||Basis - Samfundsvidenskabelig Bacheloruddannelse, (Bachelor uddannelse) Basis|