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The perspective at the heart of Verksamhetsskap®

The perspective behind verksamhetsskap®

Verksamhetsskap® rests on ten beliefs about people, work and organisations. They describe what needs to be true for organisations to create sustainable performance over time.

Explore the perspective Explore Verksamhetsskap®

the perspective in Verksamhetsskap®

Ten beliefs about what enables people and organisations to develop.

Each belief is a statement about how people and work are connected. Together, they express the view of people and organisations at the heart of Verksamhetsskap®.

The needs of organisations and people are interconnected The needs of organisations and people are interconnected. They are not in opposition to one another.

The foundation of Verksamhetsskap®: the needs of the organisation and the needs of its people must be considered together. Sustainable performance emerges when organisational demands and people's conditions for performance reinforce one another.

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People are different and interpret their situations differently People are different and interpret their situations differently. This diversity becomes a force for development when explored through dialogue.

Different perspectives are an organisational resource. When people can share their views of the situation, the organisation can make wiser decisions and create better conditions for the work.

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Performance creates results Organisational results are created through people's performance, individually and together. Better results begin with people's ability to perform every day.

Shift the focus from results as retrospective measures to performance as something created in everyday work. Results improve when people and teams have the right conditions to succeed in their purpose.

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People want to do a good job People want to do a good job. When something prevents them, frustration and sometimes ill health follow. The conditions in daily work are crucial.

People are not lazy. Quite the opposite. At heart, everyone wants to contribute. When performance falls short, the organisation needs to examine which conditions are missing rather than quickly attributing the problem to the individual's motivation.

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Performance and health go hand in hand When people perform well, they feel better. When they feel better, their ability to perform sustainably is strengthened.

Performance and health go hand in hand. When work is clear, meaningful and open to influence, it creates better conditions for both results and wellbeing.

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Autonomy, mandate and room to act Modern organisations require autonomy, mandate and room to act – allowing people's engagement, judgement and creativity to be put to use.

Taking responsibility requires room to act. When people have a clear mandate, direction and trust, they can use their judgement and contribute more actively to the organisation's development.

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Responsibility requires influence People need to be able to take responsibility for and influence their performance, the conditions they work under and their health.

Responsibility needs to be connected to genuine influence. People can take responsibility when they can influence how the work is carried out, the conditions they work under and their ability to perform sustainably.

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Change the situation, not the person It is usually easier and more effective to change the situation than to try to change the people within it.

The work situation shapes performance and health. When something is not working, improving direction, mandate, information, collaboration and priorities often has a greater effect than trying to change the person.

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Development happens in everyday work Sustainable development happens through continuous improvements in everyday work, close to the purpose and the work itself.

Development needs to be part of the work, rather than a separate project alongside it. When improvements happen close to the purpose, learning, responsibility and performance can develop over time.

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Organisational success and brand value begin from within Organisational success and brand value begin from within. What is visible externally is shaped there.

Results and brand value reflect people's work situations. What customers, citizens and the wider world experience externally is shaped by how the work functions internally.

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