This study focuses on a transformation effort in a social welfare department of a Swedish municipality where continuous improvement, which is a Lean principle, was introduced in employees’ everyday work via a workplace development programme (WPDP). The aim of this paper is to explore the conditions (internal and external) that enabled or constrained employee learning during the introduction of continuous improvement into employees’ everyday work in a WPDP-supported social welfare department.
This case study is based mainly on 22 semi-structured interviews with individuals holding different positions in the department and overarching municipality.
The findings show that multiple and emerging conditions, both internal and external, shaped a predominantly restrictive learning environment during the introduction of continuous improvement into the social welfare department. The major conditions identified were related to the initial implementation and top management’s steering and monitoring of the “Lean investment”, activities and support provided by the WPDP, activities and support provided by the internal Lean support team and first-line managers’ abilities to facilitate employee learning.
Apart from unique empirical material depicting an effort towards change under conditions far from favourable for employee learning, the value of this study lies in the attention given to the external dynamics that drive change in line with the concept of new public management in public service organizations, including a WPDP that supported the social welfare department.
