Christer Ackerman

Lässommartorka?

Christer — Mon, 19 Jul 2010 07:43:30 +0000

Sommartorka i mitt skrivande just nu, men inte i ditt läsande, eller…

Varför inte gå in och titta i arkivet. Där kan du botanisera bland 497 poster. Allt från subkulturer bland dödgrävare till framtidens medarbetare och om att vara sardin i en burk. Det mesta med fokus på arbetsplatsen som ett socialt system.

Trevlig läsning och en skön sommar!

Etik och människosyn i äldreomsorgen

Christer — Mon, 12 Jul 2010 11:22:19 +0000

Äldreomsorg, utöver mat, bäddning, tvättning, blöjor etcetera, handlar om etisk kompetens. Grunden i arbetet med etisk kompetens handlar om att göra medarbetaren och chefen medvetna om bl.a. egna värderingar. Det sker genom dialog, samtal och kommunikation. Spelplanen för omsorg = möten mellan människor. Mötet i sig har uppkommit genom olika människors behov. En äldre person klarar sig inte själv och behöver hjälp. En anställd som antingen ser arbetet som försörjning eller är där av intresse och allt däremellan.
Mötet i sig själv har ofta ett bestämt syfte och sker i de flesta fall inom ramen för vad samhället har satt upp som ramar för vår äldreomsorg. Men mellan raderna i regelverket finns själva urmötet: mötet mellan människor där regelverket ska omsättas i handling. Och här är etiken helt avgörande.

Etik är läran om hur vi ska bete oss mot andra i en viss situation. Hur vi beter oss är i sin tur är helt beroende av:

1. Min människosyn
2. Mina värderingar
3. Min förmåga att vara i en relation med en annan människa.
4. Min förståelse för mina egna reaktioner i olika situationer.

Därför är DIALOGEN så viktig inom äldreomsorgen.
Konstigt nog möter jag allt för ofta chefer som säger att det inte finns tid???
Enligt mig så har de missuppfattat sitt uppdrag. Utgångspunkten för medvetandegörandet hos medarbetarna är just dialogen, samtalet, kommunikationen, inte ett normativt regelverk.

Eller …

A pathetic generation of managers

Christer — Thu, 08 Jul 2010 23:11:50 +0000

Companies are forever undergoing processes of change and reorganisation. Managers are expected to be on top form always and everywhere. The mobile, the internet and internal meetings gnaw relentlessly away at their time, and on top of this, they have their “own” work to do. I just have to think back to my former role as the manager of a correctional treatment centre for criminals and head of an authority with about 250 employees to remember how hard it can be to be a good, hands-on manager. After having filled my diary with “obligatory things”, approximately 30 per cent of my time remained for my own work, which involved being available to my employees, strategic thinking, building external and internal relations, handling the media, paying unannounced visits to “the chalk face” and dealing with emergencies. I don’t doubt that I was considered a manager with a distracted look, shackled to his mobile phone. But is this anything new?“Time is money,” as Benjamin Franklin said back in 1751. And since then, we’ve had the railway, airplane, car, phone, fax, computer, washing machine, dishwasher, vacuum cleaner and many other time-saving inventions. In his book The Power of Positive Thinking from 1952, Norman Vincent Peale wrote: “We do not realize how accelerated the rate of our lives has become, or the speed at which we are driving ourselves. Many people are destroying their physical bodies by this pace, but what is even more tragic, they are tearing their minds and souls to shreds as well…. The character of our thoughts determines pace. When the mind goes rushing on pell-mell from one feverish attitude to another it becomes feverish and the result is a state bordering on petulance. The pace of modern life must be reduced if we are not to suffer profoundly from its debilitating over-stimulation and super-excitement.”A little further on, he writes: “In a sense this is a pathetic generation, especially in the great cities because of the effect of nervous tension, synthetic excitement, and noise: but the malady extends into the country districts also, for the air waves transmit tension.”A pathetic generation?

Kompetens äldreomsorg

Christer — Fri, 02 Jul 2010 11:01:29 +0000

”Kompetens är en individs förmåga och vilja att utföra en uppgift genom att tillämpa kunskaper och färdigheter.”
SSI (Swedish Standards Institutes) 2002

Funderar på om detta är lite väl enkelt … mellan fyra ögon i älderomsorgen måste det också handla om etiska värdegrunder som: Människosyn, integritet, människovärde, bemötande etcetra.

Eller …

A workplace that Works for all

Christer — Tue, 29 Jun 2010 09:15:02 +0000

Creating a workplace that Works for all!
That’s what I had in mind when I wrote the book The manager and the employee (commimg soon in english). A major theme of the book is “Opening Up New Space.” The book challenge conventional thinking, introduce new ideas and foster positive change. The common quest is changing underlying beliefs, mindsets, institutions, and structures that hold managers/leaders and employees back. The manager and the employee offering a unique combination of thoughtful analysis and progressive alternatives to promote positive change at the workplace.

The manager as surrogate mother
Geese fly south for the winter. People choose whether to travel to warmer climes.Animals and insects are controlled by their adaptation to nature through instinct and reflex mechanisms. We became humans when we acquired a free will. When our lives were no longer simply about inherited mechanisms and when our adaptation lost its compulsive character. Being a human and being free were thus inseparable phenomena from the very beginning.All human journeys begin with birth, when two bodies are separated and we become our own biological entities. In purely material terms, however, we are still one unit since we are fed and carried and have all our important needs satisfied by our mothers. We still lack freedom and live under a sense of security and affinity. Our mother is our bastion, our foothold. Metaphorically speaking, the umbilical cord is still intact. Gradually, we learn to see our mother as an independent being as we start to experience the outside world and eventually explore and discover it. And it’s here somewhere that our obstacles and opportunities arise. Where animals display an unbroken chain of reaction – such as for hunger, which starts as a sensation and ends with a more or less fixed course of events pursued in order to curtail this sensation – humans have to make decisions and choices.Our bond with our mothers instilled in us a sense of security, but now we must provide that for ourselves. This means that as adults we must orientate ourselves and choose a path that will give us our own firm footing in life – we must find, quite simply, other ways to experience and feel the security that unity with our mothers gave us.The one side of our disengagement from our original sense of security is that our personality becomes stronger; the other is that, indirectly, we become more isolated. Our original anchoring with our mother gave us a sense of security and belonging. The encounter with the big “bad” world outside creates a feeling of littleness and anxiety. Insecurity gradually infests us, and each step we take towards greater liberation and development threatens to bring only more insecurity. Our need of security is like a rubber band, constantly pulling us back.Could it be the case that in our insecurity we seek to turn our manager into a kind of surrogate mother? An authority who will see me and affirm me as part of my own need to feel security? Otherwise, why would we care so much about what he or she thinks about us? Take, for instance, the private performance review. We sit, adults all, listening like eager students to what the boss thinks about us. We have a kind of indirect desire that she will develop us, and that we will be her favourite. It’s as if we think that our manager holds our future in her hands and that it’s our manager who builds the business, its work climate and success.But our manager is not the answer to our ambitions. We must ourselves learn a little of what we already know and continue to investigate what we believe in. We must use our freedom and our choice of workplace to develop both the business and ourselves. Your manager does not provide the security you seek. The security resides within yourselves.

Hantverkare Medarbetarskap

Christer — Mon, 28 Jun 2010 10:55:17 +0000

Nu har jag anlitat ett Byggföretag för att renovera en del i huset. Funderar därför på att starta en kurs bara riktad mot hantverkare med fokus på ansvar.
”Att ta ansvar på jobbet” eller ”Stå för vad du säger” ”Att lära sig klockan” kunde vara lämpliga rubriker på kursen. Entreprenören inom mig funderar även på att starta ett byggföretag. Det måste vara den enklaste saken i världen att slå sig fram. Tänk efter … visst skulle du anlita mig om jag höll mig till de värdegrunder som gäller för de flesta andra yrkesgrupper.

Värdegrunder

Gör jobbet rätt.
Gör jobbet klart.
Samordna underleverantörer.
Håll utlovade tider.
Kom i tid.
Prata inte hela tiden i mobilen om andra jobb du har på gång när du är på plats för att jobba.
Plocka undan/städa efter dig.
Ring en vecka efter att jobbet är klart och fråga om allt är ok.
Fixa det som inte är OK.

Christer Ackerman Bygg&Entreprenad AB… here I come.

Eller …

Bakom yrkesrollen

Christer — Sun, 20 Jun 2010 08:56:54 +0000

Bakom yrkesrollen finns den mänskliga dimensionen med bl.a. självkännedom, initiativförmåga, attityd, vilja, mod eller förmåga att samarbeta. Den dimension som i mycket hög grad påverkar företagets/organisationens trivsel, effektivitet och lönsamhet.

Eller …

Bränna fett chefen

Christer — Tue, 15 Jun 2010 12:52:39 +0000

10 sätt att bränna fett på.
10 steg till att bli en bättre chef.
10 steg för att bli en bättre medarbetare.
10 sätt att bli lycklig på.
10 steg för att sova bättre.
10 steg för att bli en bättre partner.
10 steg för att bli en bättre …

Det verkar som om vi (eller tidningarna) håller på att förpacka våra liv.

Eller …

Högsta chefen

Christer — Tue, 15 Jun 2010 06:04:11 +0000

Många tror att de högsta cheferna i företaget är ”fria”.

De kan vara rika och maktfullkomliga men de strävar som vi andra efter att hitta sin egen röst, sitt eget syfte och sina egna värderingar.

De är ju också människor.

Eller …

The basis of cooperation

Christer — Sun, 13 Jun 2010 11:46:28 +0000

Cooperation is a consequence of our doing something together. Often, it’s about achieving something collectively that we wouldn’t have been able to do on our own. And the cooperation this achievement involves requires the presence of two things.

The first is the will to compromise in the sense of acknowledging and accepting that this something can be done in another way.

The second is that I must mean and stand by what I say – which is the opposite of being false. Around these basic components we can create a number of activities that help to bring about greater cooperation: a shared vision, common values, reward systems for group results, communication training, conflict management rules, acknowledgement of cooperation to make everyone feel seen and appreciated, etc.

If I, as a manager, want more cooperative employees, the first question that I must ask myself, as usual, is: “What kind of transformation am I prepared to undergo myself?” I’ll never be able to create a relationship for cooperation if I stand outside it, but only if I’m involved in it. I must be prepared to cooperate on cooperation’s terms.

The transformation that you are willing to make is related to the questions: “How willing am I to compromise?” How willing am I to always mean what I say and stand by it?”

If you respond in the affirmative to the idea of cooperation, the next step is to start to be clearer in your dealings with the people around you. Clear about what you want and what you expect of them. This gives you all something to cooperate around and it becomes more than just an arbitrary, vague desire.