The objective of this study has been to renew the concept of MUS - staff development interviews. The Danish labour market spends approximately four million hours each year on MUS. Approximately 34 percent of the participants in MUS believe it to be a waste of time. By using both the theoretical and methodological principles of Theory U by C. Otto Scharmer, this study has managed to create an innovated MUS concept, which is perceived to be meaningful and stimulating by both management and employees.
This thesis contains an empirical study, in which a renewal of MUS is tested and discussed. Encompassed in the study are also a discussion and a putting into perspective of the challenges of the asymmetry in relation to MUS facilitated by the management. Furthermore there is a critical discussion of both MUS as a development tool and of Theory U.
The objective of this study has been to renew the concept of MUS - staff development interviews. The Danish labour market spends approximately four million hours each year on MUS. Approximately 34 percent of the participants in MUS believe it to be a waste of time. By using both the theoretical and methodological principles of Theory U by C. Otto Scharmer, this study has managed to create an innovated MUS concept, which is perceived to be meaningful and stimulating by both management and employees.
This thesis contains an empirical study, in which a renewal of MUS is tested and discussed. Encompassed in the study are also a discussion and a putting into perspective of the challenges of the asymmetry in relation to MUS facilitated by the management. Furthermore there is a critical discussion of both MUS as a development tool and of Theory U.