From 'grey to green'- investigating the capabilities of the ... - lumes

for successful implementations is added to analyse the prognosis of a possibility for a successfulimplementation.The will to implement• Will: Does the bureaucrat have the will to implement the policy or can conflicts within thedepartments overall goal and the policy be clashing (Lundquist cited in Sannerstedt 2001:29)Kaufman (1960) defines this relationship though the following question:If a man is willing, or even eager, to carry out the preformed decisions of his superiors, butlacks the technical knowledge and practical skills to do so, the decision may never be executedat all, and certainly not properly. If he has knowledge and training, on the other hand, but isvehemently opposed to the decisions he is called upon to execute, the result may be equallydisastrous from the point of view of his leaders. It takes both the will and the capacity toconform for a member of an agency to do his job as the leaders of the agency want it done.(Kaufman 1960:161 cited in Lundquist 1987:77)The understanding level of a policy is sometimes compromised through the political process. If there is awide political majority that concur with the policy it can sometimes develop in very precise guidance.However, if that majority is not there, then the policy can be a political compromise and the policy willtherefore come out vague and unclear. This happens many times within the environmental field as in manyothers, and leads to vague directions in the policy and can even lead to conflicting goals within the policy.For example the visionary goals regarding the Swedish SD policies can be defined under these definitions,as the visions are vague and the goals undefined.The vague policy directions on the other hand leads to problems with implementation, as thebureaucrat might not understand the policy that is presented and therefore might not implement it at all, orimplement the policy in a way and in a direction that it was not originally intended. Regardingenvironmental policy settings the third type mentioned is sometimes of great importance. The “will” toimplement SD is not always there as the bureaucrat finds the goals of the department being in conflict withthe ideas of sustainable development. Therefore implementation problems can occur because theadministrator dislikes the political decision that is made (Sannerstedt 2001:39). Ensuring that the will toimplement is there and avoiding the organisational clashes of different conflict areas within theorganisation is therefore of great importance for reaching sustainable development.3.3 Conclusion of the theoriesThe Weberian ‘ideal type’ and Lundquist model of implementation steering are two models on differentlevels of action and will be concluded in this section in brief. One important aspect is that the thesis has nointention of merging the two models but finds them useful in the analysis as they approach both structurelevel and actor level.To make the current structure clear according to these models the organisation is based on astructure of hierarchy, specialisation and objectivity, and also formalisation in regards to the handling of apolicy within the organisation. The current action of actors within the structure is based on threeprinciples. The implication of these two rational models shows that the current setting is very much basedon pin pointed specialised policies that are designed to one single department, or to one section of theorganisation to make the implementation as efficient as possible. However as noted earlier in this thesisSD policies do not fit this specialised setting. The next section of the thesis will analyse the implicationsof implementation of SD in Region Skåne and identify how the case differs from the models definedabove.Why is this of importance? To establish that SD and the process of implementing it meetsobstacles one must first define how the organisation looks like, its structure and the actors within it. Thishas been established through the ‘ideal type’ and based on these models on can clearly see how the currentsetting is based on hierarchy and vertical implementation procedures. The next section will analyse howRegion Skåne have tried to approaches the horizontal structure of SD policies and how Region Skåne20