Bilagsoversigt. Bilag 1. Abstract. Bilag 2. Forløbsbeskrivelse af indhentelse af empiri i Skanderborg Kommune

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1 Bilagsoversigt Bilag 1. Abstract Bilag 2. Forløbsbeskrivelse af indhentelse af empiri i Skanderborg Kommune

2 Abstract: This thesis originates from a fascination with the movement Kommunen 3.0. Skanderborg City Council has started Kommunen 3.0 which is a movement towards understanding and working with the local municipal community in a new way. A municipality in a Kommunen 3.0 thinking is a boundless organization - a democratically run community of active, responsible and resourceful citizens, as opposed to an authority or a service organization. The scientific method of the thesis is inspired by the American Pragmatism and especially by John Dewey and his thinking about learning as a social and interactive process which is initiated by a breakdown in understanding or knowledge, followed by critical inquiry and reflective thinking leading to new social truths. From our fascination of Kommunen 3.0 emerged the pragmatic breakdowns that this thesis is based around; namely, first of all how one interprets leadership in Kommunen 3.0 and how to understand a community where employees and citizens jointly take responsibility for tasks and challenges in the community. Secondly if a distributed leadership thinking is a prerequisite for a municipality like that, then what are the further details in the theory of distributed leadership, how should we understand it, how is it theoretically founded and how can it be seen in a Danish municipal context. This thesis is grounded in a pragmatist conception and our studies have therefore been designed with inspiration from Svend Brinkmann's thoughts about research originated from pragmatic breakdowns in everyday life. We have used the theories about distributed leadership and our experiences from our studies in Skanderborg Kommune as tools of discussion together with reflective thoughts to find new clarification in our breakdown and achieve a better understanding of how to comprehend leadership in Kommunen 3.0 and how to comprehend the theory of distributed leadership. Our study is based on interviews, informal conversations, a variety of documents from Skanderborg Kommune, videos and lectures on the movement Kommunen 3.0, participation in a public meeting in the municipality and articles from local newspapers. Distributed leadership theory argue that the traditional leader-follower dualism isn t sufficient to meet the complexity of postmodern organizations and suggest a shift in focus away from the leader as an individual to the web of leaders, followers, and their situations. We conclude that leadership in a distributed perspective is an ascribed status, which can both be ascribed to

0 thinking is a boundless organization - a democratically run community of active, responsible and resourceful citizens, as opposed to an authority or a service organization.

3 individuals and groups of different sizes both inside and outside the organization's boundaries and that leadership actions are connected with the core functions of the organization and seen in the interactions between the members and the situation. Concertive actions arise from a sense of conjoint agency, which assures that the participants in the concertive leadership actions can synchronize and coordinate their actions not only focusing on their own plans but also on each other s and their comprehensive view of the entity. Our studies show that concertive actions can occur by spontaneous collaboration, intuitive working relations and institutionalized practices. We have also learned that concertive actions in Skanderborg Kommune can arise from a sense of community and a sense of belonging. Our analysis indicate that there is a need for further research into the roles of formal leaders in order to understand the concept of power in a distributed leadership perspective, we also see at need for further research into how conjoint agency actually can be created. We believe that further research on distributed leadership in various contexts including the private sector, where we see the same movements towards boundless organizations, should be conducted. The movement Kommunen 3.0 is part of a broader community movement towards greater focus on fellowship and boundless organizations. This thesis focuses on how citizens and others outside the organization can take part in municipal leadership and how it can be initiated by a sense of belonging, and a sense of community. The emergence of this way of thinking municipality and leadership will therefore have implications for society as a whole and for citizens in regard to what is expected of them in a community of that thinking. Distributed leadership in a Danish municipal context is a relatively new area of research and the thesis could be of interest to those working with leadership in the public sector and to those who are a part of or inspired by the movement Kommunen 3.0 and its new way of thinking municipality and community.

Concertive actions arise from a sense of conjoint agency, which assures that the participants in the concertive leadership actions can synchronize and coordinate their actions not only focusing on

4 Forløbsbeskrivelse af indhentelse af empiri i Skanderborg Kommune Møde med projektleder Indledende drøftelser, om vores tanker om at arbejde med innovation i Skanderborg Kommune, så blev vi under samtalen særligt interesseret og inspireret af Kommune 3,0 som det ene af de tre innovationsspor i Skanderborg Kommune. Projektlederen hjalp os med at komme i kontakt med kommunaldirektøren. Efter mødet skrev vi feltnoter og refleksioner Møde med kommunaldirektør Lisbeth Binderup Mødet havde flere formål, herunder at anmode om tilladelse til at studere Kommune 3,0 og afstemme forventninger i forhold til vores intervention. Endvidere tale om de direktørens strategiske og refleksive handlinger i forhold til Kommune 3,0. Kommunaldirektøren anviste mange interessante spor vi kunne følge i kommunen. Efter mødet skrev vi feltnoter og refleksioner Deltagelse i udviklingskonferencen De 1000 fællesskabers land Anbefalinger til Byrådets Udviklingsstrategi Åben invitation til alle borgere. Borgmesteren var vært og blev suppleret af de 9 politiskeudvalg og et oplæg af sociolog Eva Stensig Under og efter deltagelsen skrev vi feltnoter og refleksioner Interview med fagchef Kommune 3,0 og medarbejderne og mellemlederne Efter aftale med fagchefen blev interviewet optaget på bånd og efterfølgende transskriberet Interview med afdelingsleder

det ene af de tre innovationsspor i Skanderborg Kommune. Projektlederen hjalp os med at komme i kontakt med kommunaldirektøren. Efter mødet skrev vi feltnoter og refleksioner. 09.

5 Kommune 3,0 og medarbejderne og mellemlederne Efter aftale med afdelingslederen blev interviewet optaget på bånd og efterfølgende transskriberet Deltagelse på HMU under overskriften: Lykke og Dorte vil give deres bud på Kommunen 3.0-tænkningen i Skanderborg Kommune set udefra, og give deres personlige vurdering af hvad der er styrkesider og hvad der er svagheder, faldgruber, umuligheder og perspektiver i vores arbejde, i vores paradigme og vores arbejde med at udbrede det i organisationen. Vi optog noget af dagen på bånd, men da vi ikke har fået accept til at bruge bådoptagelserne, har vi alene anvendt lysoptagelserne til inspiration for vores egen proces med at skrive opgaven Interview med projektmedarbejder Kommune 3,0 og medarbejderne og mellemlederne Efter aftale med projektmedarbejdere blev interviewet optaget på bånd og efterfølgende transskriberet Deltage i Ambassadørnetværket i Skanderborg Kommune Mødet var aftalt til før opgaven skulle afleveres, men blev aflyst. Ambassadørnetværket har alligevel ønsket at mødes med os og de ser frem til at oplæg om ledelse af Kommune 3,0 med reference til vores opgave. Ambassadørnetværket består af aktive Kommune 3,0 ambassadører fra både kommunen og fra det private erhvervsliv. Se endvidere litteraturlisten.

0-tænkningen i Skanderborg Kommune set udefra, og give deres personlige vurdering af hvad der er styrkesider og hvad der er svagheder, faldgruber, umuligheder og perspektiver i vores arbejde, i vores

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