BE THE CHANGE

2014 CTT International Conference, The Swedish Association of Local Municpalities and Regions, SALAR

Be the change

“Change will not come if we wait for some

other person or some other time. We are the

ones we´ve been waiting for. We are the

change that we seek” – Barack Obama

”Even if we don´t have a solution, we can listen and

hear what people think. At the same time we must be

prepared to tackle frustration, fear and anger - and

have the courage to try something new.”

Birgitta Simonsson

First vice president of city district

Västra Hisingen, Gothenburg

”I have learned to dare

to change me, turn back

and do it all over again

or do it better”

Rose-Mari Findeisen

Projectmanager,

Municipality of Östhammar

Network for developing Culture and Values

”I have become aware

of the small details”.

”

Mattias Åberg

Projectmanager, Municipality of Sölvesborg

How do we create a sustainable society?

Citizens

Politicians Co-workers

Society

Dialogue

Two stories

Start at the top –

Municpality of Sölvesborg

Culture ”roadmap” for municipality of

Sölvesborg

Municipality of SÖLVESBORGS

The way of change

Anchor the culture work in the organisation by:

• Connect the work with culture to the vision and

the strategic goals

• Let each committee make their own goals

(nämndsmål)

• Translate the result of the CTT measuring into

own words to make the language of culture

understandable – talk about behavior and

attitudes

Municipality of SÖLVESBORGS

The way of change

What have we done so far:

• ”Leadership days”, work with leaders (dynamic

changes

• Process leaders and coachers, educate them

and have regular meetings

• Dialogue meeting with youth and eldary…

• Own movies of ”good stories”

• Workshops with all working groups in the

organisation, three times

• We have made citizen warranties, so the citizens

know what level of service they can expect

• Communication plans – make the culture alive

Municipality of SÖLVESBORGS

The way of change

To consider when you start the culture

transformation

Our experiencies:

• Start at the top - Involv all leaders and the

trustees/politicians from the start

• Work both with culture and structure

• Ownership – who ”owns” the way of change

• Work with the leaders on their own journy ,

support them

• Produce good material so that the leaders can

work with culture in thier own work group.

Municipality of SÖLVESBORGS

Pictures

My leadership is to create values for

others! (Our inhabitants, pupils and users)

Films

• Stefan: https://www.youtube.com/watch?v=2sSkeanKJ3w

• Micke Slottsgården: https://www.youtube.com/watch?v=nSM7qImStBI

• Roger: https://www.youtube.com/watch?v=hly6wdN5uAA

• Ann-Christin: https://www.youtube.com/watch?v=bDqJnxZxgdo

Sölvesborg 3.0

• A more visuable lead from the mangement group

• A part in salery setting

• Recruitment of new employees and managers

• Policies for leaders and coworker

• Staff appraisals

• Attractive employer

• If I don´t live up to our values – consequences

• Leader development, LDR

• Dialogues and communication inside and with inhabitants, users

etc.

• Support to leaders by educated coachers

The impact of leadership –

Municpality of Östhammar

www.osthammar.se

The impact of leadership

Municipality of Östhammar

Complex issues

creates a need for for change

SALAR: CVA Role Civil Servant - Municipality Östhammar (715)

Cost cutting (L) 265 1(O)

Insecurity about future (L) 261 1(I)

Tradition (L) 258 2(O)

Short temism (L) 253 1(O)

Preserving of nature 227 6(S)

Waste of resources (L) 208 3(O)

Bureaucracy (L) 207 3(O)

Pride to work / live in municipality

193 3(I)

Environmental awareness

188 6(S)

Central control (L) 184 3(O)

Work opportunities 419 1(O)

Responsibility för future generations

362 7(S)

Financial stability 335 1(I)

Preserving of nature 270 6(S)

Sustanable development 225 6(S)

Environmental awareness

210 6(S)

Long termism 195 7(S)

Pride to work / live in municipality

184 3(I)

Quality 176 3(O)

Educational opporunities 176 3(O)

Values Plot March 26, 2012 Copyright 2012 Barrett Values Centre

I = Individuell R = Relationsvärdering

Understruket med svart = PV & CC Orange = PV, CC & DC

Orange = CC & DC Blå = PV & DC

P = Positiv L = Möjligtvis begränsande (vit cirkel)

O = Organisationsvärdering S = Samhällsvärdering

Values that match

PV - CC 0 CC - DC 3 PV - DC 0

Health index (PL)

PV-10-0 CC - 3-7 DC-10-0

Responsibility 311 4(I)

Humour / fun 287 5(I)

Positive attitude 260 5(I)

Job satisfaction 254 6(I)

Take responsibility 252 4(R)

Family 250 2(R)

Adaptibility 221 4(I)

Cooperation 186 5(R)

Honesty 178 5(I)

Independence 172 4(I)

Level Personal values (PV) Current culture (CC) Desired culture (DC)

7

6

5

4

3

2

1

IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)=1-0-0-2 IROS (L)=1-0-6-0 IROS (P)=2-0-3-5 IROS (L)=0-0-0-0

Cultural make over

INVOLVMENT, OPENNESS, RESPONSIBILITY, TOGETHER

Current culture

Desired culture

Personal values

The change starts

with the leaders

Peters journey

Thank you for listening

CHALLENGES?

THE JOURNEY CONTINUES

GOALS

YEAR

Year 0-2 Year 3 – 4 Year 5 - 7

Sence of urgency Dialogue Vision

Management system Valuebased leadership/ Focus on society

Sustainable society Social capital

Tools and methods for creating a change

2014 CTT International Conference, The Swedish Association of Local Municpalities and Regions, SALAR

Tools and methods for creating a change

“There are no secrets to success. It is the

result of preparation, hard work, and

learing from failure” – Colin Powell

3

The Swedish Association of Local

Authorities and Regions (SALAR)

• All 20 county/councils and 290 municipalities are members

• 100% financed by members – no state subsidies

• Complete independence from the government

A matter of democracy • SALAR is an employer’s organization for municipalities,

county councils and regions. We look after the interests of our members and offer them support and services.

• Our mission is to provide municipalities, county councils and regions with better conditions for local and regional self-government.

• Our vision is to develop the welfare system and its services. It’s a matter of democracy

4

Election turnout

The ten municipalities with the largest differences between the

electoral districts

7

Local elections

Swedish citizens

Foreign nationals

8

3.9% are members of a political party, about 1% of the citizens are active members, 70,000 elected office, 43 000 elected

Members in the political parties

Population Change 1970-2010 • Single households have increased from 25% to 49% • Divorces have increased from 6% to 22% • Married couples have dropped from 48 to 34% • Average age at first live birth has increased from 24 to 29 for

women • Employment rate among women has increased from 53.8 to

77.3% • Percentage who have only primary education decreased from

62.7% to 18.5 • The proportion with tertiary education increased from 7 to

34.2% • Establishment of the labour market has been postponed from

24 years to 29 years. • 2010 swapped 490 000 persons employers

9

10

World Value Survey 2008

An increasingly

secularized society

World value survey 2011

One in five young Swedish between 18 and 29 would be willing to sell their vote for a small amount of money

One in four young Swedish do not think it is so important to live in a democracy

One in four young Swedish think it would be good if Sweden was governed by a "strong leader who does not have to bother with parliament and elections“

15% of young people think it would be good or very good and Sweden was ruled by the military

11

12

” the three twice rejected”

-

men without education, work and partner

Tillväxt i kommunal verksamhetårlig procentuell förändring

0,00

0,20

0,40

0,60

0,80

1,00

1,20

1,40

2004 2009 2014 2019 2024 2029

Demografins krav

Utrymme med oförändrad skatt

Demography versus tax

Demographic development

• People are living longer • 2012, Sweden had 9.5 million of which 1.8 million were

over 65 years • life expectancy is projected to increase for women from

83.8 to 85.9 and for men from 80.1 to 83,1 - 2030 • Half of those who are born now estimated to be over 100

years • Sweden's population has been growing, aging and

characterized by diversity in terms of origin. • When retirement introduced 1913 there were many who

never got to experience it, now when retire at 65 you are expected to live another 18.4 if you are male and 21.2 years if you're a woman

Urbanisation

• The population is concentrated in metropolitan areas and over half of Swedes live in their regions (51.8)

• 60% live in urban areas with more than 10,000 inhabitants • According to Eurostat, Sweden is the country with the strongest

urbanization trend since 2005 • in 2011, the population decreased in 141 of Sweden's 290

municipalities • Urban areas have the highest level of education with an average

of 31% with an University degree, municipalities in rual areas have an average of only 11% who are highly educated

• Challenge for the welfare system, it is not only a need to be financed it also needs to be performed

15

But citizens want to participate

66 % want to participate – 5 % answer that they have the possibility today

16

Area percent

Healthcare 80 %

Rekreation 69 %

Education 65 %

Housing 62 %

Elderly care 61 %

Construction of power plants 52 %

Cultural activities 51 %

17

New groups…

WHY A NETWORK ABOUT VALUES?

Citizens

Politicians Co-workers

Society

Dialogue

Organisational attitudes

Organisational attitudes

Character Index E

Have as a motto: The answer is out there, we just have to find it

Have as a motto: The answer is within – we just have to figure it

out

.

Character

Index I Experiment with several possible lines of action

Explore options in detail, then try one

line of action

Turn outside for guidance

Insist guidance must come from within

.

Select an option 1

Character Index S

Be at your best with detail

Be at your best with the big picture

.

Character Index N

Prefer incremental change

Prefer transformational change

.

Prefer solid routines A little careless about

routines.

Select an option 2

Character Index T

Think in terms of rules and exceptions

Think in terms of particular human

situations.

Character Index F

Value what is logical. Value what we care

about

Have as a motto ‘do the right or intelligent thing’

Have as a motto ‘work well together’

Select an option 3

Character Index J

Drive towards decisions.

Keep options open and seek more

information.

Character Index P

Define lots of things in detail.

Leave many things vague and undefined.

Are often moralistic. Are loose and fairly

tolerant

Select an option

E I S N T F J P

Identify the organization's characters

4

5

‘Solid as a rock’

(ISTJ)

‘You can count on us’

(ISFJ)

‘Vision driven by values’

(INFJ)

‘Going all out for greatness’

(INTJ)

‘Action, action — we want action’

(ISTP)

‘Working to make a difference’

(ISFP)

‘Quest for meaningful work’

(INFP)

‘In pursuit of intellectual solutions’

(INTP)

‘Thriving on risky business’

(ESTP)

‘We aim to please’

(ESFP)

‘It’s fun to do good work’

(ENFP)

If we can’t do it, no-one can’

(ENTP)

‘Playing by the rules’

(ESTJ)

‘Doing the right thing’

(ESFJ)

‘Seeing the big picture in human terms’

(ENFJ)

‘Driven to lead’

(ENTJ)

organisational attitudes

1: RESISTANT engaging with others is likely to be

considered a waste of time and money or a distraction from core

business.

2: PROCEDURAL engaging with others is likely to be

driven (and/or constrained) by procedure.

3: SELECTIVE engaging with others is likely to be

selectively focused (on the like-minded).

4: NATURAL engaging with others is likely to be a natural

part of the organisation’s business.

‘Solid as a rock’

(ISTJ)

RESISTANT

‘You can count on us’

(ISFJ)

PROCEDURAL

‘Vision driven by values’

(INFJ)

NATURAL

‘Going all out for greatness’

(INTJ)

RESISTANT

‘Action, action — we want action’

(ISTP)

SELECTIVE

‘Working to make a difference’

(ISFP)

SELECTIVE

‘Quest for meaningful work’

(INFP)

SELECTIVE

‘In pursuit of intellectual solutions’

(INTP)

RESISTANT

‘Thriving on risky business’

(ESTP)

RESISTANT

‘We aim to please’

(ESFP)

NATURAL

‘It’s fun to do good work’

(ENFP)

NATURAL

If we can’t do it, no-one can’

(ENTP)

NATURAL

‘Playing by the rules’

(ESTJ)

PROCEDURAL

‘Doing the right thing’

(ESFJ)

NATURAL

‘Seeing the big picture in human terms’

(ENFJ)

NATURAL

‘Driven to lead’

(ENTJ)

RESISTANT

How to start a dialogue about values?

The box ”Make the invisible visible”

Potential limited values

Try the box – What do you think?

We are planing to do a second box called ”From words to action” The idea is a toolsbox for leaders to begin a journey of change

- What do you think they need?

Valuebased leadership – to lead

in an complex society

Why a leadershipstraining?

o A big change is happening.

o If we want change – leaders must be on board.

o We need to learn more about what´s going on in the society

o Leader – not just the organisation. Societyleader

Part 1 – What´s happening in the world?

• What is really happening?

• How did we get here? Where are we going? (And do we really want to go there?)

• We have all become individualists

• With the values are we build our society? Fear as motivator – what will happen then?

Hans Abrahamsson, Göteborgs Universitet, Institutet för globala studier

Andy Williamson, expert in digital democracy

Part 2 – What does this mean for me?

• Focus on me as a leader.

• My values.

• How does other see me?

• I´m my values.

• What can I learn for others?

• The change starts with me.

mandatory elements – L D R

Part 3 – what does this mean to me and my organization?

• Values an important leadership tool. How can I use this to create a resilient organization?

• To lead is to influence others.

• How can I work with both structure and culture.

Marilyn Taylor, director of the Institute for Values-Based Leadership and a professor in the School of Leadership Studies Royal Roads University, Canada

Part 4 – leader in a co-creation community

• Co-creation with citizens.

• Co-creation need power-sharing. How can I let power go and still have some controll?

• Witch values will build a sustainable society. What to do as a leader?

• How do I include rather than exclude?

Christian Bason, Innovationschef Mindlabs, Köpenhamn

What should the dialogue be about?WIDTH anD DEPTHThe material from the study is comprehensive. Therefore, early on it is important to think about what the municipality should focus on. The following questions may be of assistance in this discussion.

What values, attitudes and behaviours do we want to have a dialogue with residents about?

What is our purpose in the dialogue?– provide knowledge, get help in evaluating- gain knowledge about needs- gain ideas for developing and progressing

How involved should the residents be?

Who should we have a dialogue with?

Understanding is born in

the dialogue!

From bEIng InFormED To ParTIcIPaTIng In DEcIsIon-makIngA successful dialogue with residents is based on everyone having a clear picture of what should be done and what proactive opportunities you gain in the process.

How involved do we want residents to be?- They should feel informed- We want to be able to ask residents for consultation- We want to have a dialogue with the residents- We want all residents to have the opportunity to influence our continued work

We are all involved in

creating our culture.

What do residents say?UnDErsTanDIng THE rEsUlTs - bEForE DIalogUE WITH THE rEsIDEnTsIn order to conduct a dialogue with the residents, we must first create internal understanding about the image of the municipality/district that residents already have. The following questions can support the work at hand.

With the help of which values, attitudes and behaviours do residents describe the current and desired culture?

What similarities and differences do we see between the descriptions of residents and elected representatives?

What similarities and differences do we see between the descriptions of residents and staff?

What we are pleased with and what do we lack?

rEacHIng oUT To allAll residents do not participate voluntarily in the dialogue with the municipality/district.If we want to make progress to achieve the desired social values, it is important that we have a dialogue with all groups in society.

What is required so that we can achieve this?

– We need to acquire knowledge of how to get residents involved.

- Who do we reach today and what new methods do we need to make dialogue happen?

- We must be inviting and take the initiative in contacting residents.

PlannIng PHasE ParTIcIPanTs

PlannIng PHasE arEa

PlannIng PHasE InvolvEmEnT UnDErsTanDIng PHasE 1234

PlannIng PHasEmETHoD

ImPlEmEnTaTIon anD FolloW-UP

What methods should we use for a dialogue?

What should we consider?

mETHoDologyThere are a variety of methods to create dialogue. Different population groups prefer different ways of communicating. Our challenge is to use different methods to reach as many people as possible.At the same time, we need to think about how involved we want people to be in the process.

ImPlEmEnT anD FolloW-UP on DIalogUE

– Plan the dialogue carefully, making checklists.

– Think of roles.

– Clarify the purpose and aim of the dialogue for participants.

– Create rules with participants on how the dialogue should be conducted with respect and a listening attitude.

– Reconnect to the participants and to all residents, employees and elected officials.

– Follow-up on results and evaluate the working method.

ResIDenTs

makIng THE InvIsIblE vIsIblEWHy Work WITH cUlTUrE anD valUEs?Our basic values and attitudes control how we act. By examining current and desired values, attitudes and behaviours we can better understand why a business, a municipality/district or community functions as it does. Using this, we can focus on moving towards a desired future position.

Dialogue about culture and values

Everyone should be able to participate based on their qualifications.

Listen to understand.

65GöteborGs stad/Västra HisinGenHalmstadHärnösandleksand

mellerudstorumansölVesborGVärnamoöstHammar

Developed by the network for the development of culture and values. municipalities participating in the network:

Contact Christine Feuk, phone +46 8 452 79 94. christine.feuk@skl.se www.skl.se

DIalogUE

co-DEcIsIon

To be involved requires information. This means that we must provide residents with accessible and objective information.

Our analysis can result in us wanting to inform residents about some values.

We would like to inform because:– residents lack knowledge about what we do– residents lack knowledge about the facts– we want to describe our story– we want to achieve the desired value

ExamPlEs oF mETHoDsInformation meetingPrint, posters, banners, etc.Via the website using text, audio or video

Jingles on radio/TV

Our analysis can result in several values that we want to gain residents’ views on. What alternative routes are available for us to develop and move forward?The information from residents can be obtained by using a consultative tool.

ExamPlEs oF mETHoDs

Focus groups A research method where a group of people is asked about their feelings and attitudes about a product, service, concept or idea. The questions are addressed to the whole group and encourage discussion. The focus group is led by a moderator.

Live panel, e-panel or SMS panel Panel means that a group of people are invited to provide their views on a specific issue - through meeting in person, online or via sMs.

mystery shoppersMystery shopping is a way to do a survey/audit through the involvement of trained volunteers. Mystery shopping can be described as an ”under-cover” method to examine the quality of different services.

mobile voting consoles

surveys

Consultation is about getting residents’ response and reconnecting to analyses, proposals and positions relating to various options.

Dialogue is used when we want to have a deeper under-standing of people’s thoughts about values. The starting point of the dialogue is to listen in order to understand, and give all participants the opportunity to have their say.

ExamPlEs oF mETHoDs

Dialogue café The Café method is a dialogue method that encourages people to participate in discussions on current issues in an informal and comfortable environment.

counselA counsel is well-prepared and organised dialogue with residents, stakeholders, business owners and other stakeholders within a geographical area.

”Walk and talk”The idea is that when you are in the open air outdoors that one thinks more creatively than when sitting in a meeting room.

”Hearings” By ”hearing” it means a meeting where a dialogue is carried out with an invited panel of experts.

sWoT meetings The sWOT model is used to analyse an organisation’s strengths, weaknesses, opportunities and threats as part of a strategy.

In the dialogue, residents have the opportunity to meet others for dis-cussions about various issues. The premise is that all opinions and arguments are equally important. This is to develop, build consensus and ensure that residents’ interests, knowledge and desires are understood and processed in the ongoing political process.

A representative assembly can delegate responsibilities to a committee or board where participants are not selected based on party affiliation, yet are chosen based on individual merit.

A few values may be of such a nature that the elected representatives are willing to let the residents decide how they should have an impact in the development of society. If we are to succeed with this form of involvement, it is important to ensure that not just a few strong groups are given the opportunity to decide for everyone else.

ExamPlEs oF mETHoDs

Local boards/committees

Counsel with decision-making authority

Referendums

Through cooperation, residents have the opportunity to participate for a longer period of time based on one all-encompassing theme.

some values need to be analysed more deeply and residents are then given the opportunity to participate over a longer period of time. One may participate in a development process where the starting point is a ”blank piece of paper” until the

complete proposal is deve-loped as a basis for one or more political decisions.

ExamPlEs oF mETHoDs

Future workshopA teaching method, in other words an approach, to achieve concrete ideas and visions.

charretteA charrette is like a well-prepared workshop, where all key stakeholders in a launch issue are working together to develop common knowledge, understanding and, ideally, a consensus surrounding the solution to a planning problem.

InFormaTIon

cooPEraTIon

UndeRSTAndIng PHASe 2 PLAnnIng PHASe/AReA1 3 4 5 6

InvolvEmEnT laDDEr Describe different levels of involvement in our decision-making processes. The involvement ladder can help to structure and develop dialogue with residents based on the decisions that the elected representatives will make.

mETHoDs For InvolvEmEnT:

maPPIng THE TargET groUPHow do residents act?

I acT

IssU

E co

ncE

rns

mE

I DOn’T ACT I ACT

DO

n’T

D

O

A B

consUlTaTIon

InFoRMATIon

ConSULTATIon

dIALogUe

CooPeRATIon

Co-deCISIon

a The group of residents that you should put the most effort into. Often this must be done by reaching out and taking the initiative.

b This group of residents will voluntarily participate in the meetings.

c To balance the big picture, you can also listen to this group, but not too many resources should be used on this group.

D Here, we often find ”over-eager hinderers/doers” who always participate. These need to be both addressed and weighed against the big picture.

C D

PLAnnIng PHASeInVoLVeMenT

PLAnnIng PHASePARTICIPAnTS

PLAnnIng PHASeMeTHod

IMPLeMenTATIon And FoLLoW-UP

5 AnAlyse 6 CheCk-out

What strengths and/or limitations can be seen?

What is the most important thing to take away from the day?

strengths / limitAtions

What are our strengths in our municipality?What do we need to develop and improve?

refleCtions

Together we can create change, but the work starts with the individual employee.

employees

Dialogue about culture and values

GöteborGs stad/ Västra HisinGen

Halmstad

Härnösand

leksand

mellerudstorumansölVesborGVärnamoöstHammar

How tocreate a good dialogue?”iCebreAkers”

Good dialogue is based on all participants being involved and contributing in the conversation. To get a good dialogue going, it can start with a warm-up exercise.

1 CheCk-in

Understanding is born in

the dialogue!

What we want to achieve together?bACkgrounD, goAl AnD methoD

We must make the invisible visible by creating an awareness of valuesand a common language.

2 CreAte unDerstAnDing

We are all involved in

creating our culture.

How is the study presented?PersonAl VAlues, Current Culture AnD DesireD Culture

pictures describing values, energy leaks and value jumps.

3 VisuAlise

The words that many

have chosen actually mean

something!

loCAl resiDents, PolitiCiAnsAnD emPloyees

• How do local residents describe their municipality/district?

• How do we, as employees, see the municipality/ district?

• What core values do politicians think best describes the municipality/district?

4 refleCt

What do participants pay attention to?

Communication about the results

is the most important.

mAking the inVisible VisibleWhy Work With Culture AnD VAlues?our basic values and attitudes control how we act. By examining current and desired values, attitudes and behaviours we can better understand why a business, a municipality/district or community functions as it does. Using this, we can focus on moving towards a desired future position.

Developed by the network for the development of culture and values. municipalities participating in the network:

He/she is to try and convey its image to the other. you may not use nouns (such as ”draw a house with a flagpole”), but have to describe the shape of objects (”in the lower left corner, draw a triangle, in the middle, a ring ...”).

If you want, the exercise can be built up in several steps:

in the first step, the person drawing cannot talk, but will try to draw by listening to the instructions. The aim is to highlight the difficulty with only a verbal communication channel.

in the second step, the drawing person can answer questions with yes or no. The instructor can then ask questions such as whether the person understands.

in the third step, the person drawing can freely ask questions. Afterwards, you see how close everyone came to the original image. Think about what facilitated communication – was it easier to create the same image when the receiver got to ask questions? What can we learn from this?

hoW hAs the stuDy been ConDuCteD?The study was conducted through a questionnaire consisting of three questions answered by local residents, politicians and employees – a democratically represented picture. By involving local residents, an ”inside perspective” is not just described, yet also an ”outside-and-in perspective”, e.g. how the municipality is perceived by its residents. The image that is created provides an overview of the current and desired culture from the three perspectives: local residents, politicians and employees. An overview is also carried out surrounding shortcomings and the energy leakage in the current culture.

the following questions have been answered:1) select key value words that best describe you.

2) select key value words that best describe how you feel about the municipality/district today.

3) select ten key value words that you want to be reflective of your municipality/ district in the future.

To explain the method, the image surrounding the seven different levels of consciousness can be used.

WhAt Will We ACComPlish together?Before the results are presented for the group, it is important that everyone has a common understanding when it comes to background, purpose and method. Why has the municipality/district chosen to start working with culture and values? What is the ambition with this work?

WhAt strengths AnD/or limitAtions CAn be seen?

let the participants, in pairs, think about the images. What are the strengths? Is there anything that can be limiting? What is surprising?What is missing? Collect and summarise the participants’ observations and document them in the field section below. Check with the group that you understood everything correctly.

WhAt Do PArtiCiPAnts PAy Attention to?let participants reflect on their own image, which describes how the employees see the municipality/district. please present the issues again and remind them that it involves the overall perspective of the municipality/ district, and not the individual workplace. Be aware that their interpretations of the questions have affected answers – that not everyone might have felt comfortable with all the words and thus some maybe have found it difficult to make selections.

WhAt is the most imPortAnt thing to tAke AWAy from the DAy?

How can we contribute to the whole?each participant will receive a card to make their own notes.The question is answered based on ‘what I heard and embraced in the dialogue’.

Now what?end the dialogue by describing what will happen next, how the municipality will be working further.

1 2

34

56

DiAlogue About VAlues

hoW to CreAte A gooD DiAlogue?A good dialogue requires that everyone in the group contributes to the conversation with their comments and concerns. sometimes it can be difficult to get the dialogue started. To facilitate this, you can start with an ”icebreaker”, an exercise where everyone gets to speak.

exAmple of ”ICeBreAkers”

CommuniCAtion seDAtion (Back-to-back)

This exercise illustrates how difficult communication can be. It is so easy that misunderstandings arise, even if the will is there in both parties to understand each other!

Instruct participants that they should work in pairs with their backs to each other. one of the people has a sketch in front of them and gives verbal instructions on what the other is to draw. (see example illustration)

the folloWing questions CAn suPPort the DiAlogue

• What do you spontaneously think of when you see the results?

• Is there something you’re surprised about?

• What makes you proud?

• Is there anything that you think is missing?

1 CheCk-in 2 CreAte unDerstAnDing 3 VisuAlise 4 refleCt 5 AnAlyse 6 CheCk-out

example of a scetch.

seven levels of consciousness.

serViCe

mAking A DifferenCe

internAl Cohesion

trAnsformAtion

self-esteem

relAtionshiP

surViVAl

7654321

value

employment opportunitiesConcern for future generationsfinancial stabilitylong-term perspectivesustainabilitylisteningQualityBalance (home/work)CommitmentDemocratic process

currentculturevotes

8445181243525600228651401853824

desiredculturevotes

3573313229621771181713111703140417121677

jump

27292614171912461217108310521003859853

hoW is the stuDy PresenteD?The images used to perform feedback based on the results are to be as simple as possible. start with ”Ten top list” around values words. show one picture at a time. let participants reflect and react. you can support the dialogue by asking questions to the group, but should not interpret or verbalise what is right or incorrect. your task is to support the issues that can take the dialogue forward.

refleCtions

how can you contribute to the ”big picture”?•

•

•

•

•

responsibility, Adatability, Citizen influence, Democratic process

Concern for future generations, long-term perspective

Nature conservancy, environmental awareness,sustainability

Humour/Fun, Commitment, Creativity

family, respect, friendship, Tradition, Blame

employment opportunities, financial stability,Unemployment, Cost reduction

educational opportunities, Dependable public service, Centralised government, Wasted resources

strengths? limitations?

What surprised you? missing something?

PersonAlVAlues

1. responsibility2. Humour/Fun3. family4. Joy of work5. Accountability6. positive attitude7. Honesty8. Adaptability9. commitment10. Ambition

L = Potentially limiting

CurrentCulture VAlues

1. Cost reduction (l)2. Uncertainty about the future (l)3. short-term focus (l)4. Bureaucracy (l)5. Centralised government (l)6. Confusion (l)7. Wasted resources (l)8. environmetal awareness9. Unemployment (l)10. Tradition (l)

DesireDCulture VAlues

1. employment opportunities2. Concern for future generations3. financial stability4. Nature conservancy5. sustainability6. long-term perspective7. Commitment8. Quality9. environmental awareness10. Democratic process