«MICHAIL MAVROMATIS JOHAN OLOFSSON Department of Civil and Environmental Engineering Division of Construction Management CHALMERS UNIVERSITY OF ...»
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CHALMERS, Civil and Environmental Engineering, Master’s Thesis 2013:120 Appendices Appendix A – Interview Guide, Interview 1 Interview with the CEO Why did you initiate a change program?
What are the objectives of the process?
- Which milestones do you have?
For how long will it continue?
- What determines when it is finish?
Which are the key aspects for its success?
- How do you define these?
Have you been using external consultants?
- Why/why not?
How did you communicate the initial process to the personnel?
Have you made any change programs before?
- If yes, which lessons did you learn from it?
Interview with the personnel What background/education do you have?
For how long have you been working at Platzer?
Describe your job tasks.
What do you like the most about working at Platzer?
- Is there anything you would like to change?
Can you describe your corporate culture?
Do you perceive yourself to be more of a generalist or specialist within your field?
Are you aware of the change program, and what it aims for? Do you understand what will change and how?
How do you perceive your role during the change program?
Are you prepared for the change?
CHALMERS, Civil and Environmental Engineering, Master’s Thesis 2013:120 57 What do you expect from the change?
Would you describe the change as huge? Why/why not?
Do you perceive the change program to be well structured?
Do you find the change necessary? Why/why not?
Have you gone through a change process before? If yes, what experiences did you bring with you?
Do you think it will be good to discuss the organization during the kick-of?
What do you find to be the keys to success?
What do you find to be the biggest risks against success?
What do you think will be better, for you, after the change?
How do you feel about changing office spaces?
Do you think that your work task will change?
Do you think that anything might change to be worse than it is now? Why/why not?
Do you perceive this change program to be part of a continuous change or is it an abrupt disruption?
In what extent do you think you will, emotionally, be affected by the change?
How do you want the process to be communicated?
- Do you perceive the communication to be clear and sufficient?
How do you think that your leadership capabilities will develop during the process?
- How do you think that your boss’ leadership capabilities will develop?
Do you feel that you have been a part of the planning and implementing of the change program?
Do you consider your opinions to be taken into consideration during the planning process?
Do you perceive that the implementation is hurried? Why/why not?
What was your first reaction/thought when you first heard of the change?
The process has been ongoing for a while, do you think that the original plan will be continued, or do you think that there will be changes in the process?
CHALMERS, Civil and Environmental Engineering, Master’s Thesis 2013:120 What do you think about the fact that you do not have been using external consultants?
Have you wanted to have some reward after the change program?
Do you think that your tenants will notice the change?
How do you think that your organization will look in five to ten years?
Appendix B – Interview Guide, Interview 2 Interview with the CEO How will the change program help you to achieve your vision?
What are the key aspects when linking together the change program and your company aim?
How will you work with the goal attainment of the change program?
What will happen when you reach your goals?
What will happen if you do not reach your goals?
Have you changed anything with the process since the last interview?
How is the acceptance amongst the personnel?
How do you work to obtain acceptance amongst them?
Have there been any sick leaves since the process started?
How does the future Platzer look? In ten years?
How do you look at leadership during change programs, which are the most important aspects? How do you work?
Do you think that you are communicating sufficiently?
How do you want to communicate?
How do you want to be as a leader?
How do you look at leadership, what is a leader for you?
Interview with the personnel How do you perceive that the change program progresses, is it “according to plan”?
How do you perceive the leadership within the change process?
CHALMERS, Civil and Environmental Engineering, Master’s Thesis 2013:120 59 Do you think that you get/give enough information?
What do you think about the new Key Performance Indicators (KPI), and what is your opinion on target monitoring?
Have the new organizational structure started to settle for you? How does it feel?
Have any of your work assignments changed? How does it feel?
Do you feel involved in the change, is there enough communication?
Do you feel committed to the change program?
How do you identify with your new core values?
Is the new organizational structure easy to identify? Are the roles clear?
How would you identify the change process? Planned or emergent, continuous or incremental, smooth or bumpy?
Do you think that your leader does as much as it can in order to implement the change?
Have you accepted the change and advocate it?
Do you stick to the plan?
Are you experiencing any resistance towards the change? In that case, how do you cope with it?
How are you, mentally, affected by the change?
Would you describe the focus of the leadership to be on either personnel or economy?
How is it in your new team?
Does the target of the process still feel relevant?
What aspects do you appreciate from a leader?
What aspects do you appreciate from a change leader?
Appendix C – Interview Guide, Interview 3 Interview with the CEO Do you perceive the change to be completed or are there something left to accomplish?
How do you plan to evaluate the results and the process itself?
How has your leadership been during the process? Which types of leadership has been necessary to use, and why?
CHALMERS, Civil and Environmental Engineering, Master’s Thesis 2013:120 How have you communicated to the middle managers, and what have your expectation been on their performance? Have they met your expectations?
Are you satisfied with the result?
Do your new KPIs fulfil its purpose and haw are they connected to your core values and your CFIs? Is the connection as you want it or are changes needed?
What are your learning’s from this process?
Which part of the leadership can be improved or altered?
Would you categorize the change as a success? Why/why not?
How shall you institutionalize the changes? Is it your responsibility to do so?
How shall you continue the work towards continuous change? Do you want to have that? How shall you communicate this to your middle management and the employees?
Are you satisfied between the vision for the change and the actual outcome?
How do you work to gain commitment from the employees, is it important for you?
Have you left the change process in your mind and started to focus on the next process?
What are your chances to meet your vision, does it seem far away?
Will there be a need for any major changes in the future, and how will they be connected to the one conducted?
Interview with the personnel Have you embraced the change and accepted what has been changed?
Do you work as you as you expected, or has your job role changed in another way than you excepted? How has it changed?
Do you perceive that you got enough information to be prepared in a sufficient way?
Did you know what was expected from you and what you could expect?
Did it become as you expected?
What was made properly? Name something that shall not be changed in the next process.
What was not made properly? Name something that must change in the next process.
Have you got any rewards under or after the process?
CHALMERS, Civil and Environmental Engineering, Master’s Thesis 2013:120 61 In what extent did the change process mentally affect you?
Which learning’s have you made, and what will you bring into the next process?
Which kinds of leadership have you met/exerted? Have you met/used different styles?
Why did you change style and in which situations?
Did you perceive any anxiety and uncertainty within the organization, during the process? How did you cope with it?
Is the new KPIs filling its functions, are they easy to work towards? Are they easy to understand and are they deducible to the vision and the CSF?
Do you experience a follow up of the process? How do you want it to be followed up?
How shall you work to institutionalize the changes?
When do you think that the next change process will be needed, and what to you think it will concern?
How was the change drawn within a timeline?
Would you call the change process a success? Have you changed as you wanted or are you still working as you did before? Why is it successful and what made it become that?
How do you perceive the leadership during the process, has it been sufficient?
As a whole, would you conceder the process to be well conducted?