2006-11-24 Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Introducing...

2006-11-24Graz, Austria

Johan Jönsson, MSocSc., Ph.D. Student, Lund University

Introducing medarbetarskap, leadership, and safety culture as concepts facilitating

work related relationships

Theoretical considerations inan airport change process



Affiliation

• Johan Jönsson, Ph.D. Student– Department of Psychology & Change@Work, Lund University

• Contact: [email protected]

+46 46-222 36 89• Address: P.O. 213

SE-221 00Lund, Sweden

• Curt R Johansson, Professor

Marcus Arvidsson, Ph.D.– Department of Psychology & Change@Work, Lund University

• Roland Akselsson, Professor– Department of Design Sciences & Change@Work, Lund University



Overview

• The background– Stockholm-Arlanda airport– Collaborative Decision Making (CDM)– Pilot study– Two-year project

• Introducing, describing, and discussing medarbetarskap– The Medarbetarskap-Leadership-Maturity Relationship model

(MLMR)

• Briefly describing leadership and safety culture how we work with the concepts

• Considering medarbetarskap as a facilitator in the CDM implementation process at Stockholm-Arlanda airport



Background

• Luftfartsverket (LFV) & Stockholm-Arlanda airport– Extensive delays due to inefficient complex socio-technical system

– Implementing a socio-technical concept – CDM – affecting multiple stakeholders and outside organizations

• Systematic approach (technology, procedures, tasks) to handle information concerning turn-round processes at airports

• Pilot study– Planning and development phase

• Low participation, inefficient communication, negative attitudes• Need for better commitment, enhanced relationships

• Two-year project• Three measurements collecting empirical data• “Extracting the world” with a medarbetarskap perspective• Leadership, safety culture, and medarbetarskap



Extracting a part of the world

Medarbetar-skap

Safety culture

Leadership

L

M

SC

R

R

R



Medarbetarskap vs. empowerment

• Both– Roles and responsibilities– Role training and accountability– Self-leadership

• Empowerment– Psycho-organizational processes– Decision making

• Medarbetarskap– Psycho-social relationships– Co-operative relationships– Cross-bounder perspective– Empathic communication, learning, ability to influence and listen



Social and psycho-organizational aspects in a change process

• Leadership commitment and employeeinvolvement with ability to influence

– Effective communication– Employee involvement– Leadership and commitment from senior management– Evidence that management is leading the change

• Psycho-organizational perspective– Leaders – communication – employees

– Separate the extraction?



Psychological perspective of medarbetarskap

• Creating and maintaining relationships,trust, and personal development

– Open and free communication (Model II)• Rethink the problem / double-loop learning



Double-loop learning

Performance Result

Feedback loop - SLL

Governing variables

Feedback loop - DLL



Psychological perspective of medarbetarskap

• Creating and maintaining relationships,trust, and personal development

– Open and free communication (Model II)• Rethink the problem / double-loop learning

• Espoused theory / theory-in-use

• Horizontally and vertically

• Reflect the acts / discussion

• Verbalize and openly test observable facts

• Imperative culture – interrogative culture (Johansson, 2006)

– Experiential learning• Experience – reflection – hypotheses – experiment

• Reconstruct knowledge and change behaviour (competence)



Experiential learning

Experience

Reflection

Hypotheses

Experiment



Definition

…how an employee manages the relationships to the own tasks, co-workers, the employer, the organization, and people outside the organization…

…through open and reflective horizontal and vertical communication with the aim to establish mutual understanding between people,…

…and facilitate learning about important organizational aspects (values, attitudes, collaboration around work tasks)…

…affecting human behaviour and human relationships at individual, group, organizational, and societal levels…

…leading people to treat each other and be treated as individuals…



Safety culture

• Questionnaire for Safety Culture Assessment – QSCA – (Ek, 2006)

• 9 dimensionsYour work situation Flexibility

Communication in normal work Reporting

Justness Learning

Safety-related behaviors Attitudes towards safety

Risk perception

• Conducting Factor Analysis– Which items will stay / go?

– How many factors and which items support?

– What questions can be answered with the questionnaire?

– Scientific / practical use



Leader Effectiveness and Adaptability Description



Medarbetarskap-Leadership-Maturity Relationship model



Discussion

• The dynamic and complex system is thecause, the problem, and the challenge

• Psycho-organizational and socialaspects are low, together with…

• Hierarchical and organizational boundaries, delay…

• The implementation

• Focus groups as a process method

• Democratic values

• Facilitator



Process perspective

Upper management

Middlemanagement

Safety / unionrepresentative

Coordinator / operator

Organizations

1 2 3 4 n



Thank you for your attention

[email protected]

+46-46-222 36 89

2006-11-24 Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Introducing...

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