Too rich to learn – when action researchers work against senior management and their use of performance management

Figures & data

Table 1. Strategies for encouraging the line managers to attend seminars

The HR managers’ strategy for encouraging line managers to attend seminars

Line managers’ view of project without the support of senior management

My hypothesis is that the line managers have not understood the essence of the project if they withdraw. Our motivation is a wish to change our business culture to reflect that we actually dare to learn from our mistakes. I am uncertain about what is wise to do, but certain about what is stupid. That we request them to meet, because then everybody will show up. It is a clear there is a hierarchical management culture in the organization. (HR manager in a project meeting) If the senior management does not attend, then the line managers drop out. You have in a short time identified a challenge as we are not as willing to participate in learning as we thought. The line managers wish about getting signals from senior management for this project is maybe a paradox. We have to mirror learning against the strategic narrative in the bank about us being a learning organization. Either you believe in this strategy or you just do what the senior management wants. The senior management does not have the time to sit with line managers and reflect all the time. (HR manager)

I have been in such projects before, and if senior management does not participate, then it ends up with no results. (Line manager in a seminar) The theory is good, and we can use it individually in our daily work as line managers. But, we must use this knowledge practically in the whole organization. (Line manager in a seminar)

Table 2. Action learning can be difficult and time-consuming to grasp and communicate to others

HR managers

Line managers

A soft spot in our organization is our own learning. We are used to being trained and we are missing a culture for reflection. To reflect on our own is not easy. (HR manager in a seminar) I wonder where we are going in this project and how much work it requires. There is high pressure for efficiency in the bank. (HR manager)

What was useful in this seminar? I have been uncertain about the goal and value of this project. Reflection starts to be useful for me now. (Line manager in a seminar) We do not take time to reflect. We just jump straight into action. Maybe we have to use time to analyse new things, words and actions, time to reflect. (Line manager in a seminar) It is a practice in itself making time for reflection. I do not have time during my working day to think about fundamental practices. Financial estimates with numbers are very easy, and human relations and learning are the most challenging tasks during work. (Line manager in a seminar)

Table 3. Action researchers supporting critical line managers against top-down control and BSC

HR managers’ criticisms of action researchers

Action research promoting critical thinking of line managers

If the researcher is sitting and listening to a team that says, ‘Now you should listen to how badly we are treated’, and then the researcher says, ‘Hmm, interesting. Tell me more’, that means he agrees with us as employees. As a researcher, you confirm that you understand and want them to tell you more. In addition, the informants think that you agree with them. It is not enough to do supportive research; you have to make them responsible as well. (HR manager in a project group meeting) The participating line managers who use the concepts from your seminars tell me how easy it is to be victimised in our organisation because of strong senior management control. And, that they sit down with their employees and build opposition strategies (HR manager in a project group meeting).

We are getting instructions, and then it is so that, if you are a good leader, you don’t let these instructions just pass, but you try to do something with them. As we discussed yesterday, you have to prioritise away some of the instructions. (Line manager in a seminar) What you’re saying is that we should use ten seconds extra for seeing and following up with our employees (be obedient). Such possibilities push extra responsibility down on me, asking me to dare to be an individual, when our system says we should be relatively collective. (Line manager in a seminar)