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During the last years, an increasing number of organisations has tended to favour the utilisation of collaboration software to support organisational processes and their employees in their daily work. Even though most of the software products are sold in a standardised manner, they offer a great variety in terms of their functionalities. Consequently, a company is likely to find a software solution which suits its distinct requirements which themselves originate from technological, market and social changes and prevailing VUCA conditions. Hence, a company is forced to regularly adapt its internal processes and structures to maintain competitive in the business as well as the labour market.
Utilising a collaboration software represents a promising opportunity for a company to introduce solutions for real time communication, social networks or shared information bases which are already used commonly in people’s private lives to the professional environment as well. Thereby they allow associates to transcend geographical and temporal distances while facilitating fast interaction, increasing productivity and providing for new opportunities for collaboration in both, regular work routines and exceptional situations.
The corporate implementation of such a software can be realised by building on formal project planning principles. This project management-driven approach tends to concentrate on preparing the steps required to ensure a successful deployment from a technical perspective. The effectiveness of the implementation, however, is mainly determined by employees’ reaction to the new software: Their level of acceptance and the incorporation of the software’s functionalities into their daily business routines finally influences to which degree an organisation can exploit and experience the desired benefits.
Aiming towards positively shaping users’ perceptions and the software’s usage, the critical success factors for software implementations are reviewed. Given that most of them are directly related to the people affected by the implementation, underlines the importance of interpreting the implementation of a collaboration software as an organisational change. By analysing the change process in theory and considering the employees’ behaviours for the subsequent conceptualisation of an implementation strategy, a user-centred approach can be further promoted.
The theoretical insights obtained from the scientific research on collaboration software implementations and the related organisational change process are then applied to a business case which deals with the implementation of the collaboration software product Office 365 at TTS Tooltechnic Systems AG & Co. KG.
After presenting the derived implementation structure, it can be concluded that so far, the identified critical success factors were verified by the case study. Moreover, the user-centred approach which focusses on guiding employees through the change process and ensuring a smooth transition in general produced positive results.
Nevertheless, it can be observed that an adequate project planning and timing remains indispensable. The final evaluation of the implementation’s success cannot be performed yet, since the implementation at the company has just recently started, but it becomes clear that it will likely be influenced much by the ongoing required cultural change within the company.
The bachelor’s thesis deals with the question of whether a treatment with neurofeedback could provide a benefit for the members of an organization during a change process.
In particular, the motives and challenges of change projects were identified. Furthermore, the methods which can be used to reduce and even prevent these problems were examined. The non-achievement of basic human needs, the associated fear, the loss of trust and stress plays a major role here. A good change management is able to address some of these issues, for example through good communication and the implementation of a change vision. The difficulty is that people may be too stuck in their views, including previous bad experiences, to be helped by current methods. It could be shown, that the training with neurofeedback achieves positive and fast lasting effects. The thesis explains how the person to be treated must be prepared and what a training might look like. Various areas in which neurofeedback has already been successfully used are briefly described and it is investigated whether there are treatments for disorders that are similar for the resistances in change processes. Expert interviews have examined these assumptions more closely and provided a practical and concrete perspective on the treatment with neurofeedback in an organizational context.
Finally, it was found that training with neurofeedback in companies is quite an interesting option. At this stage, however, there is a lack of studies that can prove the concrete benefits. Until now, neurofeedback has been applied almost exclusively to the medical field and this will probably not change in the upcoming years due to the high complexity of the procedure. Other methods, such as yoga or meditation, are on the one hand easier to carry out and the other hand already established in society. However, since positive results have already been achieved with biofeedback and people are beginning to take an interest in it, this could be a first step towards neurofeedback.