Perspektiv på psykiatrins premisser – olika företrädares syn på samverkan mellan kommun och landsting

Sammanfattning: The purpose of this study was to examine the views on collaboration between the municipality (social services) and the psychiatric health care sector. More specifically its aim was to find out how collaboration currently is described by different representatives within the two organizations and to analyze these findings. The goal of the study was to reach a better understanding of the priorities made during collaboration between the municipality and the psychiatric health care sector regarding the mentally disabled. The theories I chose to analyze my results focus on competence development and team work building. The method I used was qualitative interviews. I interviewed two representatives from each organization, plus a “personal representative” (personligt ombud) to get the client/patient’s point of view. My main results indicate that the representatives find collaboration between the two organizations as functioning while there is room for improvement. Personal relations, clear directives and a will to collaborate are seen as important factors. When it comes to merits and shortcomings of the overall system, the other organization as well as the organization of their own the results indicate that the municipality thinks the shared responsibility is a problem, while the health care sector mentions constant reorganizations as a collaboration blockage. Both organizations think interpersonal contacts can be arbitrary and they both agree on the importance of communication to collaborate properly. The municipality expects to be met by professionalism from the health care sector, while the health care sector expects respect and information from the municipality. The two organizations have different goals and therefore different priorities. When it comes to collaboration there is a will to collaborate, but the individual collaborators are key elements to how cooperation works in every day life. Directives and documents are not considered to be the most important factor, yet clarity and flow charts are seen as positive. Other important factors are mutual understanding and more knowledge about each other. When the different representatives describe the ideal collaboration situation they mention having a common financial budget and preferably being one organization.