Appendices Appendix A Interview protocol
6. Wat was uw rol in dit traject?
Communicatie
7. Wanneer hoorde u voor het eerst over de aanstaande verandering?
8. Hoe is het communicatieproces verlopen (tussen u en veranderaar/ tussen u en ander werknemers)?
a. Voorbeelden?
b. Welke informatie kreeg u van de leidinggevende over de voortgang van de verandering? En wat heeft u ermee gedaan?
c. Wat heeft uzelf of anderen doorgespeeld naar de leidinggevende? En wat is ermee gedaan?
d. Wat was de eerste officiële communicatie omtrent de verandering? e. Hoe is de persoonlijke communicatie verlopen?
50 Aanpak van de verandering
10. Hoe zou u de aanpak van deze verandering omschrijven? a. Kunt u hier een kenmerkend voorbeeld van noemen?
a. Toonde de leidinggevende variaties in zijn aanpak/is de aanpak gedurende het process veranderd?
b. Welke gebeurtenissen hebben de verandering verder beinvloed? 11. Op wat voor manier had deze verandering invloed op uw werk?
12. Wat is er gedaan om u voor te bereiden op deze verandering? 13. Bij wie kwam het idee voor deze verandering vandaan? Participatie
14. Hoe werd u betrokken in deze verandering?
15. Was er een mogelijkheid om verbeterpunten aan te kaarten? a. Hoe ging dit in zijn werk?
b. In hoeverre had u het idee dat hier iets mee werd gedaan? Veranderbereidheid/weerstand
16. Wat was uw eerste reactie op de verandering? a. Hoe veranderde dit in de loop van het process?
17. Wat is er volgens u gedaan om draagvlak te creëren voor deze verandering? 18. Wat had er -achteraf gezien- gedaan kunnen worden?
Consequenties
19. Waar staat de organisatie nu met betrekking tot de verandering (in hoeverre zijn de doelen bereikt)?
20. Zijn er ook zaken die anders zijn uitgepakt? Tevredenheid
21. Wat is uw mening over het veranderingsprocess? 22. Wat vindt u van de uitkomsten van de verandering?
Interviewer: Ik dank u vriendelijk voor uw tijd en de bereidheid om mee te werken aan dit interview. Zodra de gegevens verwerkt zijn zal ik u terugkoppeling geven over de uitkomsten van het onderzoek.
51
Appendix B Codebook
Deductive codes Description Example
Top-down change approach
Imposed change as the initiative comes from the top
(Ryan et al., 2008).
“ Adjustments during the inspection period were clearly top-down. The inspection wants
it this way so we want to see it this way as well. And we are going to make you stick with it.
“ (G3).
Bottom-up change approach
Seeks to involve those affected in the process of change (Wee
and Taylor, 2018).
“ Now they want to create support by letting employees come to study trips to see how
education is done somewhere else.(…) They have given more
power to the sections when it comes to these changes. So they shift the problem towards
the sections: you all have to come to an agreement together.
And when you see two colleagues who are enthusiastic you are inclined to go along. So it is more
bottom-up.” (G3).
Continuous change
Change that is happening in a continuous manner over a
prolonged period of time (Carter et al., 2013).
“ So if we go towards a system like that we have next year to experiment. So if we learn from
it that year, we can implement the successful things the year
after that more broadly throughout the organization. And that is how you formulate
the steps: year 1, year 2, year 3, year 4. That is what you describe in the school plan.
Where you want to be eventually.” (G1).
Discontinuous change
Non-incremental, sudden change that drastically alters
the way things are currently done or have been done for years (Ramanujam, 2003).
“ We as employees heard that we had to change when it was almost too late. When we heard it we only had one more year to
52 Directive leadership behavior
Includes direction, command, orders assigned goals, intimidation and reprimand as
the primary mechanisms to influence subordinate behavior
(Pearce et al., 2003).
“ Management acted decisively. (…) At some point it becomes very clear: this is how we are going to do it, we don’t
have a choice.” (G5)
Transformational leadership behavior
Focuses on transforming followers’ motivational state to higher level needs such as
self-actualization (Pearce et al., 2003).
“ Well they are trying to sketch that we have to head towards a
new direction. A dot on the horizon. “ (G4).
Empowering leadership behavior
Emphasizes the development of follower self-management or self-leadership skills (Pearce et
al., 2003).
“ It is more that they (management) provide the preconditions. They try to facilitate things so that we can discuss things with each other.
I think that is the main approach. That they take care
of things for us. “ (G10).
Speed
The pace of
Change (Smollan, Sayers & Matheny, 2010).
“ When we heard it we only had one more year to quickly
improve.” (G2).
Frequency
Number of
Changes (Smollan et al., 2010).
“ I have been working in this branch for 30 years. And every
10 years you see a similar pattern of changes emerging.
(…) There are always things that return. “ (G6).
Timing The moment or sequencing of changes (Smollan et al., 2010).
“ A lot of teachers have the feeling that we have made it (after the inspection period). It
is done. They also feel like not changing for a while is fine as well. Everything is in order
now.” (G7).
Resistance
Resistance as a cognitive state, as an emotional state, and as a
behavior (Rafferty & Jimmieson, 2017).
“In the beginning there was some resistance showing: ‘why
do we have to start flexible working?”. (L9)
Change readiness
Employees their beliefs in the benefits of a change initiative to the organization and work processes (Holt, Armenakis,
Feild, & Harris, 2007).
“ I see a lot of people who were critical but went to San
Diego and are enthusiastic now. (…) Then I’ll have to go
along a bit as well.” (G6).
Appropriateness
Employees perceive that the change is relevant to the organization (Holt et al., 2007).
“ What our section finds difficult is that they have to do exams eventually as well. Then you can’t do a project in the
53 Personal valence
Employees think that the change will be beneficial on a
personal level (Holt et al., 2007).
“ There are also teachers who don’t like it because they feel affected in their autonomy. “
(G7).
Communication as a tool
A way to inform, involve and motivate organizational members to participate in a
change initiative or organizational practices
(Caldwell, 1993)
“ We have had information meetings to show what the
54
Inductive codes Description Example
Autonomy Freedom from external control or influence
“ In that case it can become more personal as well. Then your job satisfaction goes backward as well. So autonomy is a part of that as well. “ (G7).
Budget
Practices related to the financial state of the
organization
“ I am very happy. I see that financially we stand very well
so I notice that there is more space. “ (G3).
Change outcome The result of change initiatives
“ And now we notice that a lot of parents choose this school for their children. Because we have a nice school and results
are good now. “ (G7).
Consolidating improvements
Need to change practices that do not work and still need
improvement
“ But purely the development of your own lessons. There you
can improve quality as well. There is almost no time for
that. “ (G7).
Feedback possibilities Ability to provide an opinion or feedback about something
“ I happy with the moments we can catch up with management.
How the teachers are doing and where they stumble upon.
“ (G11).
Participation The ability to take part in change initiatives
“ There are a lot of travel abroad opportunities. If you take the lead then you can do things like that as well. If your
search for something that is important and it is a good idea to go there, then I am certainly they say: you can go. “ (G5).
Powerful coalition
A powerful, enthusiastic team of volunteers from across an organization that take lead in
the change initiative
“ We are the group that have to transfer the enthusiasm that we
have to do education differently. I think you just have
to start with a group of enthusiasts. “ (G3).
Sense of urgency
The feeling among employees that something needs changing
soon
“ Eventually it will become urgent when the government makes it obligatory. “ (G11).
55 Strategic ambiguity
Intentional ambiguous management practices
“ They don’t say: you have two exam classes and you have to do the classes from the second
year. (…) But that is very unclear so I can’t give direct
examples. Actually, it is intentional that people don’t
know it that way. “ (G8).
Job security
The state of knowing that one's job is secure and that one is
unlikely to be dismissed or made redundant.
“ That you have less jobs in the future. So for employees that
brings about an external pressure. “ (G11).
Leadership behavior
Leadership behavior other than transformational, directive, empowering and transactional
“ But management was very open in these thing. It was very
clear what he was doing. And you could always talk to them.
Yes, very open. “ (G9).
Commitment
Being dedicated to the organizational changes
“ Now they are trying to create commitment by letting people go on business trips. “ (G11).
Change urgency
The actual urgency to change, as seen from the perspective of the organization or external
inspection
“ They said the school could be closed. In the extreme case. “
(G11).
Communication as a social process
A social process where people jointly create meanings within
a particular context
“ What direction we are heading towards is falling a bit
behind when it comes to the gossips. Then there are a lot of
gossips and everyone hears anything. “ (G7).