Styrförändringar i offentlig sektor : En praktisk tillämpning av tillitsbaserad styrning

Sammanfattning: Introduction: The abundance of reforms that have characterized governance in the public sectorin recent decades has shown a discrepancy between the reforms ambition and outcome, as the results of the reform implementation rarely reach expectations. In 2016, the government appointed a delegation with the aim of developing a new way of working that was based ontrust to deal with the problems that were perceived to exist in the public sector, the working method that was developed is called trust-based governance (TBS). As TBS is a relatively new and Swedish concept, there is a lack of empirical evidence on how various public authorities have introduced trust-based governance and developed their governance. Aim: The aim of this study is to increase knowledge about governance changes in the public sector and trust-based governance (TBS). To achieve this, the change work in a selected municipality that claims to work with TBS will be studied. Method: The study is a qualitative case study in a selected municipality, Östra Göinge. The empirical collection consists of two parts; first describes TBS based on Tilitsdelegationen definition and then TBS is examined in the selected municipality. The empirical collection from the municipality is mainly based on interviews with respondents on strategic, tactical and operationa levels but has been supplemented with documents from the municipality. Conclusion: Östra Göinge's change work has been developed with inspiration from the private sector and not based on the work of Tillitsdelegationen, but the municipality's current governance can be equated with the description of TBS that the delegation emphasizes. The municipality has influenced the delegation's work regarding the design of the trust reform, which shows that the design of public governance reforms can be influenced by the public sector. Furthermore, Östra Göinge's change work is described as an ongoing and dynamic process in which successive adjustments of control have been made in order to fix the gaps that exist between ambition and outcome. The outcome of the change work is judged to have been affected by; interpretation, intra-organizational factors, organizational characteristics, sedimentation, and contradictions, and of five challenges that exist with TBS as a way of governance; culture clashes, dismissals, difficulties in maintaining TBS and that there are no exact limits to the employee's playing field.