Att navigera tillsammans med olika kartor : En kvalitativ studie om intern samverkan inom socialtjänsten

Sammanfattning

The aim of this study is to examine how social workers in two departments within a municipality’s social services department experience, interpret and practice intra-organizational collaboration (internal collaboration) in their daily client work. The study also aims to understand how collaboration is shaped in practice and its significance for working with clients, considering both relational aspects and organizational conditions. The empirical material is based on seven semi-structured interviews with social workers employed at a child and youth intake unit and within a domestic violence team in a municipality’s social services department. The empirical findings are analysed with collaboration theory, with particular emphasis on organizational conditions and relational factors, as well as Per Grell’s (2022) study on different approaches to boundary spanning, which highlights the informal organizing of social work. The material is also analysed using thematic analysis and results into three main themes; Organizational and relational conditions for collaboration, Us and them: boundaries and differences and the significance of collaboration for clients. The results in the study show that organizational structures, shared meetings, routines and relations affect collaboration. The findings also indicate that collaboration is shaped by the units’ different mandates, responsibilities and perspectives. These differences can create tensions in practical work, which can negatively affect collaboration. At the same time, the units’ different specializations are described as important, as they can contribute multiple perspectives on complex client cases. Based on the results, the study concludes that internal collaboration between the units is shaped by both organizational structures and relational conditions. Structural factors like a shared management, organizational proximity, joint meetings, routines influence how collaboration is carried out, while relations, trust and understanding for each other can reduce “us and them” dynamics. The study also concludes that differences in mandates and specialization both enables professional expertise and perspectives, while it can also create boundaries and hinder a shared overall perspective at the same time. The findings also indicate that collaboration affects client outcomes by making the social services easier to navigate and understand. Clients are also less likely to repeatedly have to explain their situations when collaboration functions well. When collaboration works well a coordinated case is enabled, whereas when it is lacking clients experience difficulties like frustration and a sense of being passed between units, without anyone taking responsibility for their situation.