Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Introducing medarbetarskap, leadership, and safety culture as concepts facilitating work related relationships Theoretical considerations in an airport change process

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Affiliation Johan Jönsson, Ph.D. Student –Department of Psychology & Lund University Address:P.O. 213 SE Lund, Sweden Curt R Johansson, Professor Marcus Arvidsson, Ph.D. –Department of Psychology & Lund University Roland Akselsson, Professor –Department of Design Sciences & Lund University

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, 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

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

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Extracting a part of the world Medarbetar- skap Safety culture Leadership L M SC R R R

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

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Social and psycho-organizational aspects in a change process Leadership commitment and employee involvement 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?

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Psychological perspective of medarbetarskap Creating and maintaining relationships, trust, and personal development –Open and free communication (Model II) Rethink the problem / double-loop learning

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Double-loop learning PerformanceResult Feedback loop - SLL Governing variables Feedback loop - DLL

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University 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)

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Experiential learning Experience Reflection Hypotheses Experiment

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University 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…

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Safety culture Questionnaire for Safety Culture Assessment – QSCA – (Ek, 2006) 9 dimensions Your work situationFlexibility Communication in normal workReporting JustnessLearning Safety-related behaviorsAttitudes 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

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Leader Effectiveness and Adaptability Description

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Medarbetarskap-Leadership-Maturity Relationship model

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Discussion The dynamic and complex system is the cause, the problem, and the challenge Psycho-organizational and social aspects are low, together with… Hierarchical and organizational boundaries, delay… The implementation Focus groups as a process method Democratic values Facilitator

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Process perspective Upper management Middle management Safety / union representative Coordinator / operator Organizations 1234n

Graz, Austria Johan Jönsson, MSocSc., Ph.D. Student, Lund University Thank you for your attention