| 21. |
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| 23. |
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| 24. |
- Berlin, Johan, 1975-, et al.
(författare)
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Chefers strategier för att implementera samverkan
- 2016
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Rapport (refereegranskat)abstract
- Den här studien handlar om interorganisatorisk samverkan inom vård och omsorg. Här studeras vilka strategier som första och andra linjens kommunala chefer använder för att få till stånd en fungerande samverkan. Hur ser hindren ut och vilka strategier och överväganden gör cheferna för att övervinna dem. Den fråga som därför behandlas i denna rapport är; vilka strategier an-vänder kommunala chefer inom vård och omsorg för att implementera samverkan? I studien har data samlats in genom att 21 chefer inom vård och omsorg intervjuats. De chefer som medverkat i studien har alla varit verksamma i kommuner som deltagit i det Nationella kommunforskningsprogrammet, vilka är Borås, Göteborg, Lund, Norrköping, Piteå, Sjöbo och Stockholm. I studien har tre centrala iakttagelser gjorts. Dessa handlar om; 1) att cheferna väljer en form av situationsanpassad strategi beroende på vad sam-verkan har för syfte och med vilka aktörer som samverkan ska genomföras, 2) att cheferna behöver hantera den upplevda intressekonflikten som finns mellan att ta ansvar för den "egna verksamheten" samtidigt som de förväntas ta ansvar för samverkan med andra organisationer och 3) att cheferna har svårt att hantera sitt chefsansvar vid samverkan. Samverkan där linjestyrningen utmanas eller kompletteras med horisontell styrning är lösare reglerad vilket kan leda till oklar ansvarsfördelning och diffus arbetsdelning. Här kan chefer behöva tillägna sig andra uttryck för att utöva sitt ledarskap då den traditionella chefsrollen inte är lika väl anpassad till styrning vid samverkans-situationer.
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| 26. |
- Berlin, Johan, 1975-, et al.
(författare)
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Collaboration Exercises : the lack of collaborative benefits
- 2014
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Ingår i: International Journal of Disaster Risk Science. - : Springer Science and Business Media LLC. - 2095-0055 .- 2192-6395. ; 5:3, s. 192-205
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this paper is to study what professional emergency personnel learn during collaboration exercises and the benefits of what they have learned. Observations (n=19) and semistructured interviews (n=32) were carried out in conjunction with major exercises held in Sweden (2007–2012). The results show that exercises tend to be based on its own logic, which differs from actual events. Exercise participants believe that they mainly learn single-track, parallel and path-dependent behavior. The exercises do not facilitate the use of cross-boundary activities. This means that learning as well as benefits of the exercises for actual events is limited. The exercises would be more appropriate if those participating had the opportunity to identify weaknesses, try alternative ways as well as had the opportunity to have comprehensive organizational analyses at the conclusion of the exercises. Based on the results of the study, alternative models for the exercises are suggested that contain elements, which develop collaboration and contribute to learning.
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| 27. |
- Berlin, Johan, 1975-
(författare)
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Common incentives for teamwork : the unspoken contract´s significance
- 2014
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Ingår i: Team Performance Management. - 1352-7592 .- 1758-6860. ; 20:1/2, s. 65-80
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Tidskriftsartikel (refereegranskat)abstract
- Purpose - The purpose of this article was to identify and study common incentives for teamwork.Design/methodology/approach - The study was designed as a case study. The case consists of teamwork at a univer-sity hospital. At the hospital, ten psychiatric teams were studied for a period of four years (2008-2011). Each team was followed for 12–18 months. Data were collected through interviews (n = 48) and observations (n = 52) of the teamwork at treatment conferences.Findings - The common incentives identified consist of shared responsibility, appreciation and long-sightedness. The incidence of a silent contract is highlighted as an explanation for the team's cohesion.Research limitations/implications - The study is conducted in a public organisation within one field. The results should therefore be interpreted with some caution.Practical implications - The study is useful for practitioners to understand the importance of common incentives as a collective driving force. By developing well-adapted common incentives, the practical work can be developed, refined and improved.Originality/value - The significance of common incentives and the unspoken contract in the team is identified.
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| 28. |
- Berlin, Johan, 1975-, et al.
(författare)
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Cultural camouflage : a critical study of how artefacts are camouflaged and mental health policy subverted
- 2015
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Ingår i: International Journal of Health Planning and Management. - : Wiley. - 0749-6753 .- 1099-1751. ; 30:2, s. 111-126
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Tidskriftsartikel (refereegranskat)abstract
- This study identifies hidden artefacts in a public organisation. In contrast to earlier studies, itfocuses on artefacts as concealing rather than conveying meaning. Negligent behaviour causedby an unpopular culture was recognised in five psychiatric wards at a Swedish universityhospital. Data comprising observations (87 h) and interviews (n = 60) were collected over aperiod of 48months (2008–2011). Four different items used in everyday work representing adeeper meaning of the organisation were identified during the observations. The items selectedwere work attire, nametags, keys and restraint beds. These were considered particularly promisingwhen it came to the aim of the study, namely, to find out how artefacts are camouflaged. Theobservations and the interviews revealed that these were controversial and contested artefacts inthe organisation. The study uses the term ‘cultural camouflage’ for behaviour that ignores andconsciously conceals symbols that have negative values. This concept contrasts with previousresearch that shows how artefacts are emphasised and how they contribute to the character ofthe activity in a transparent way. Conservative and backward-looking behaviour among staffprovided one explanation as to why artefacts were concealed. Another was the need to establishharmonious internal interactions.
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