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- Eklöf, Mats, 1953, et al.
(författare)
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Dialogträning på vårdarbetsplatser
- 2011
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- Bakgrund, syfte och design Begreppet dialog har använts för att definiera välfungerande och utvecklingsinriktad kommunikation och inbegriper att uttrycka genuina uppfattningar, erfarenheter och känslor, att vänta in, lyssna på och respektera andra perspektiv än det egna samt att vara beredd att låta sig påverkas. Studien var en klusterrandomiserad kontrollerad studie av en dialogträningsmetods effekter på dialogklimat och psykosocial arbetsmiljö bland personal vid enheter inom svensk sjukvård. Träningseffekter och träningsprocessen studerades även i en kvalitativ intervjustudie bland tränade. Träningen genomfördes på fem enheter inom svensk sjukvård och fem enheter utgjorde kontrollgrupp. Kontrollbetingelsen bestod av en konventionell föreläsning om dialog på arbetsplatsen. Metod Inklusionskriterier för enheter var chefens motivation och intresse, frånvaro av allvarliga samarbetssvårigheter samt att organisationsförändringar inte planerades under studieperioden. Träningen genomfördes i mindre grupper och följde en fast struktur men där utrymme fanns för situationsanpassade processinterventioner och kunskapsförmedling av tränarna. Tre legitimerade psykoterapeuter med erfarenhet av att leda gruppsamtal var tränare. Data insamlades med enkäter före träning samt 3 och 6 månader efter träning. 277 personer deltog, varav 158 tränades. Intervjuer med 21 deltagare genomfördes efter träningsperioden. Resultat Den kvantitativa effektstudien indikerade positiv träningseffekt på dialogklimat och psykosocial arbetsmiljö, dock med varierande grad av säkerhet. Resultaten pekade på att effekter kunde öka mellan tre- och sexmånadersuppföljningarna, vilket var oväntat. Den kvalitativa studien fann att deltagare kunde berätta om a) omedelbara träningseffekter i termer av Dialogöppningar (öppet klimat under träningen, utrymme för lyssnande och tal, tid för reflektion och perspektivbyte, vägledning i att formulera egna ståndpunkter, medvetenhet om styrkan i normer och värderingar) samt b) Förändrade kommunikationsmönster i arbetet (undvikande av förolämpningar och ironi, att våga säga sin mening och begära, att vara hänsynsfull och balanserad samt att konstruktivt konfrontera). De kvalitativa resultaten visade också förhållanden som möjliggör respektive försvårar dialog på vårdarbetsplatser, samt att motstånd mot träningen förekommit. Slutsatser Vi drog slutsatsen att dialogträning enligt den beskrivna metodiken var effektiv som medel att påverka kommunikationen bland deltagarna i dialogisk riktning och att öka deras inflytande i arbetet. Keywords Dialog, Feedback, Inflytande, Intervention, Kommunikation, Mixed method, Mixed models, Psykosocial, Teamklimat, Vård.
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| 5. |
- Adolfsson, Petra, 1970, et al.
(författare)
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After Quantification: Quality Dialogue and Performance in a Swedish Municipality
- 2007
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Ingår i: Financial Accountability & Management. - 0267-4424. ; 23:1, s. 73-89
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Tidskriftsartikel (refereegranskat)abstract
- The article discusses the performance management and quality systems as widely accepted reform processes in the New Public Management (NPM). These reforms are said to be built on a rational model of decision making by gathering information from various accounting, auditing and accountability systems. The chief characteristic of this system is customer focus, which motivates the management and evaluation of an operation. The article further discusses how the model of quality dialogue was implemented by different administrations including the city administrative office, the upper secondary school, and the four districts of the City of Gothenburg.
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| 7. |
- Andersson, Johanna, 1981, et al.
(författare)
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Constructing accountability in inter-organisational collaboration: the implications of a narrow performance-based focus
- 2014
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Ingår i: Journal of Health Organization and Management. - 1477-7266. ; 28:5, s. 619-634
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Tidskriftsartikel (refereegranskat)abstract
- Abstract Purpose – The purpose of this paper is to analyse how accounts of collaboration practice were made and used to construct accountability in the empirical context of coordination associations, a Swedish form of collaboration between four authorities in health and social care. They feature pooled budgets, joint leadership and joint reporting systems, intended to facilitate both collaboration and (shared) accountability. Design/methodology/approach – Empirical data were collected in field observations in local, regional and national settings. In addition, the study is based on analysis of local association documents such as evaluations and annual reports, and analysis of national agency reports. Findings – Accountability is constructed hierarchically with a narrow focus on performance, and horizontal (shared) accountability as well as outcomes are de-emphasised. Through this narrow construction of accountability the coordination associations are re-created as hierarchical and accountability is delegated rather than shared. Research limitations/implications – Features such as pooled budgets, joint leadership and joint reporting systems can support collaboration but do not necessarily translate into shared accountability if accountability is interpreted and constructed hierarchically. Practical implications – When practice conforms to what is counted and accounted for, using the hierarchical and narrow construction of acco untability, the result may be that the associations become an additional authority. That would increase rather than decrease fragmentation in the field. Originality/value – This research derives from first-hand observations of actor-to-actor episodes complemented with the analysis of documents and reports. It provides critical analysis of the construction and evaluation of accounts and accountability related to practice and performance in collaboration. The main contribution is the finding that despite the conditions intended to facilitate inter-organisational collaboration and horizontal accountability, the hierarchical accountability persisted.
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| 8. |
- Arman, Rebecka, 1976, et al.
(författare)
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Fragmentation in managerial work - A study of first- and second-line managers in health care.
- 2011
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Ingår i: 27th EGOS Colloquium, Gothenburg, 7-9 July. Sub-theme 48: Leadership and managerial work: identity, fairness and work behavior..
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Konferensbidrag (refereegranskat)abstract
- This is a study on health care managers’ work. Ten first- and second-line managers from different types of health care settings were shadowed and interviewed for four days each. Three additional managers were interviewed and observed during meetings. The study contributes to both the managerial work activities and health care management research traditions with its analysis of how fragmentation and processes of power mutually and dynamicly constitute each other in everyday work, a relationship that has previously been unexplored. Scheduled and unscheduled meetings, communication activities, and deskwork consume the majority of managers’ work time. Many short activities, with rapid changes between tasks, characterize their workdays, which can be seen as evidence of work fragmentation. In taking a pragmatist and non-idealist perspective on the processes of power, this study also shows that even when the managers gave accounts of fragmentation, they typically took part in collective negotiations to choose and legitimize their activities. The managers used a narrative of fragmentation to negotiate in order to gain and/or maintain control over selected activities and to legitimately reduce their accountability for those activities. Thus, the managers’ narrative of fragmentation was related dynamically to disciplinary power processes. The qualitative method of interpretation used in the study generated results which are generalizable with respect to the development of useful concepts and a new vocabulary for the study of managerial work.
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- Arman, Rebecka, 1976, et al.
(författare)
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Images of the life metaphor in organizational studies
- 2024
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Ingår i: Handbook of Metaphor in Organization Studies. - Oxford : Oxford University Press. - 9780192895707 ; , s. 137-150
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Metaphors for organization and management have been a subject of strong interest in the area of organizational studies since the 1980s. Metaphors enhance the understanding of organizations and provide a mechanism for critiquing current practices, increasing effectiveness, and improving communication. The Oxford Handbook of Metaphor in Organization Studies provides a comprehensive reference for researchers, educators, and managers. The book comprises twenty-nine chapters, which are authored by over forty contributors, many of whom have played major roles in the development of the field over the years. The theoretical underpinnings of organizational metaphors are explored. An array of metaphorical contexts for understanding management and organizations is presented. The various uses of metaphor as a tool in research, education, and management are addressed, as are the limitations of metaphors. Finally, future research directions related to metaphors in organizational studies and management are proposed.
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- Arman, Rebecka, 1976, et al.
(författare)
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Managerial communication practices - Health care managers’ everyday structuration
- 2012
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Ingår i: Scandinavian Journal of Public Administration. - 2001-7405 .- 2001-7413. ; 16:2, s. 143-163
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Tidskriftsartikel (refereegranskat)abstract
- The aim of this article is to describe and analyse observed managerial communication. The research questions concerned: What characterizes managerial communication practices and the organizational consequences? We make use of structuration theory and view communication as a social interaction process in which temporary structures are negotiated. Ten first- and second-line managers were shadowed. The managers used a combination of structuration of caring, interdependency and accountability typical of health care organizations. The communication practices were related to how new norms of reputation management were institutionalized through structuration. The types of structuration were sometimes contradictory and productive communication was rare or non-existent. The managerial communication practices had consequences for the power and domination and for which issues were signified as part of the agenda. The conclusions can be generalizable to other professional organizations.
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