Hvad er sammenhængen mellem min organisations kerneopgave og værdien selvledelse?

Abstract

As a new department head at the Danish Parliament Administration, I began my role on February 1, 2024, without an introduction to the organization's strategy, "Strategy 2027." My initial months were spent understanding how the strategy was utilized, particularly the value of self-leadership, which seemed to be interpreted as self-determination. There was a lack of focus on core tasks or purpose in daily operations. Discussions with colleagues revealed a general ambiguity about the concept of self-leadership and its connection to the organization's core tasks.
"Strategy 2027," launched in 2022, aims to support Danish democracy with values such as member orientation, self-leadership, and holistic thinking. The strategy outlines goals like enhancing parliamentary work, increasing public engagement, and developing new physical frameworks for the Parliament. However, the broad purpose makes it challenging for employees to relate their daily tasks to the strategy, leading to a need for continuous effort to connect individual tasks to the overarching goals.
The core question is the relationship between the organization's core task and the value of self-leadership. Understanding and working together towards the core task is according to the authors Sørensen and Kristensen and Pedersen crucial to create public value. The topic is significant due to the increasing focus on core tasks in public organizations, emphasizing the efficient use of resources. The Administration is dedicated to supporting democracy, with a central role in parliamentary work.
A social constructivist approach is chosen to analyze how the strategy was created and is maintained within the organization. This perspective helps explore the subjective and social influences on the strategy's implementation and the understanding of self-
leadership. The analysis reveals that the broad purpose of "Strategy 2027" requires translation into specific tasks at various organizational levels. Interviews indicate a lack of precise understanding of core tasks and self-leadership. The strategy's implementation has been inconsistent, with self-leadership often interpreted as individual autonomy rather than strategic alignment.
The connection between the core task and self-leadership is inconsistent and individually interpreted. The strategy has not been systematically discussed or integrated into daily practices, leading to a lack of shared understanding. To achieve the desired goals and create public value, it is essential to align the organization's values with its core tasks and foster a common understanding of self-leadership.