Att möta barn som bevittnat familjevåld - Fem behandlares uppfattningar kring arbete med utsatta barn

Mörkertalet kring antalet barn som i Sverige utsätts för att bevittna familjevåld är stort och det finns inga exakta uppgifter över hur många som berörs. Enligt kommittén mot barnmisshandel handlar det om mellan 100 000 och 200 000 barn varje år. Det var först i mitten av nittiotalet som de utsatta barnen började uppmärksammas i större utsträckning och på senare tid har det börjat fokuseras mer kring olika former av behandlingsinsatser eftersom barnen anses vara i stort behov av bearbetning av sina upplevelser. I dag finns det ett tiotal relativt nystartade verksamheter runtom i landet som arbetar med behandling av barn som bevittnat familjevåld. Det övergripande syftet var att undersöka hur behandlingspersonalen vid de utvalda verksamheterna uppfattade sitt arbete och hur de tillämpade barnperspektivet. Syftet var även att jämföra informanternas utsagor med varandra samt med vad forskningen ansåg vara av vikt vid behandling av utsatta barn inom olika teman. Studien baserades på halvstrukturerade kvalitativa intervjuer med fem behandlare som arbetade vid fyra olika verksamheter. Resultatet redovisades utifrån citat av intervjupersonerna som sedan analyserades med hjälp av aktuell litteratur och forskning kring behandlingsarbete inom åtta teman samt barnperspektiv, dvs. utifrån några författare och forskare inspirerade av olika teoretiska utgångspunkter som tex. Inger Ekbom, Barbro Metell samt Atle Dyregrov m.fl.. Resultatet av undersökningen visade bl.a. att alla verksamheterna med undantag för vissa skillnader i struktur och innehåll i princip använde sig av samma arbetsmodeller, främst Trappanmodellen och Children are people too och alla koncentrerade sig på behandling av enbart barnet. Behandlarna var relativt samstämmiga när de beskrev hur de uppfattade sitt arbete, vad de ansåg vara viktigt att fokusera på och vilka hinder de urskiljde. Behandlarna delade även uppfattningen någorlunda om vad de ansåg vara barnets bästa utifrån ett barnperspektiv och hur man borde tillämpa barnperspektivet i praktiken. En huvudsaklig slutsats var att behandlingspersonalen vid de olika verksamheterna var förhållandevis eniga med varandra samt med vad forskningen visade men att det förekom vissa utmärkande skillnader särskilt gällande en av verksamheterna som även skiljde sig mer organisatoriskt jämfört med de övriga tre verksamheterna. Resultatet kunde dock inte generaliseras då det enbart grundades på utvalda intervjupersoners subjektiva erfarenheter av just deras behandlingsarbete.

Hur ett tvärfunktionellt samarbete kan motverka stuprörsstrukturer : Kommunikationens roll i det organisatoriska gränssnittet mellan olika avdelningar

Stovepipes, or also called silos, appear in many different organizations and sectors and contribute to problems when employees or managers tend to look more to their own, or the individual departments, objectives rather than to the organizations. The purpose of this study was to identify different communicative factors that promote stovepipes in order to further identify the most critical factor to disarm. A case study has been done at a selected company, with a stovepipe structure, in order to achieve the purpose of the study. The case study has included interviews and observations to identify different problem areas which then have been compared with three communicative factors identified in previous studies. The factor that had the most connections to the problem areas have been considered the most critical factor. The result of the study indicates that “A lack of understanding each other's work” is the most critical factor in stovepipe structures and that it can be prevented by following five recommendations: bring up positive collaboration continually, raise problems with each other instead of with others, identify different communication paths in and between the departments, implement a long-term model for preventing stovepipes and set up workshops between the involved departments. The conclusion of the study is that stovepipes create several undesirable effects in the organization but that the efforts to counter these problems do not have to be complicated. Following five small steps into a better collaboration and communication can be enough to be on your way to a better organizational structure.

Problematiken med estimering i projekt inom agil systemutveckling : Analys och undersökning av agil systemutveckling hos SDC

In today’s society, IT-Companies often have a hard time estimating changed requirements. This leads to that the clients’ confidence is negatively affected and is one of the main reasons why this has to be improved. The goal with this study was to find out what the most common problems regarding this issue are in IT-companies that works with agile software development. By analyzing one IT-company through a SWOT- and pareto-analysis the most common problems have been ascertained. The SWOT analysis have been created through interviews with selected employees to get a better understanding of the problems that the IT-company is facing. Furthermore was the pareto-analysis based on a survey that was sent out to many different employees to prioritize the problems. The reason why the survey was sent to different employees was to get a more objective input. The study showed that there was many different problems that needed attention. The most important problems was that the communication towards the client regarding requirements needed to be improved, better communication internally between different departments needed to be established, a method to quickly adapt and estimate change in requirements needed to be implemented and finally a method regarding witch key employees whom need to attend the planning of the program backlog. These problems have then been studied through interviews with other IT-companies and through a literature study. The conclusions that where drawn was that the client needs to be involved and updated through the whole project. Constant monitoring and communication regarding changed requirements needs to be processed and mediated. High standards needs to be set early towards the client in order to obtain as clear an image of the requirements as possible. Many different parties need to attend to the planning process for the program backlog before the start of the project. The client needs to be aware of that changed requirements will arise and that this will lead to that the first estimation may not necessarily be absolute. As long as the client is held up to date as well as participant through the whole project and problems are detected and mediated early, change in requirements should not be a huge problem. This is after all the purpose of being agile.