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7. Results: Changing the organisation a case study.As aforementioned the bureaucracy in Sweden is guided by rules, specialised sectors, and objectivity toensure a certain code of conduct meaning that all actors that are subjected to the organisation are treatedequally. Also mentioned before several bureaucratic organisation have found problems in implementingSD polices and has therefore as the case shows tried to deal with this implementation deficit. This hasshown to have implications upon the organisations ability to deal with complex issues such as SD policies.Region Skåne is no exclusion in this case. Region Skåne therefore decided to create a tool that couldimprove the implementation of SD policies. One part of the organisation was assigned to develop a toolcalled SYNAPS-Systematic process tool for sector integration. The emphasis is concentrated on the crosssectoralconstruction of SD policies and to increase the bureaucratic organisations’ ability to communicate,understand and define the SD policies. SYNAPS is a tool that is to guide the organisation to be able todeal with complex issues, but avoiding the usual complications that occur when organisation based on theabove principles have to deal with complex issues (Interview A 12/01-07). The concept of SYNAPS wasto increase the ability of the organisation to be able to reach the targets set in regards to the SD policiesthat the government has delegated to the bureaucracy. The idea is that SYNAPS will enable theorganisation to define the goals that have a tendency to be ‘fuzzy’ or unclear and create policy targets, toincrease the ability of implementation. It is designed to ensure that different sectors can weight the issuesbetween themselves and prioritise the goals on an overall level. This will increase the bureaucraticorganisations ability to set targets and goals, and formulate indicators, something that is currently notdeveloped in the visionary goals of SD (Interview A 12/01-07). SYNAPS is therefore a tool that works asa process of increasing the knowledge about the complexity of SD policies. It is designed to increase theability to communicate what SD is within the organisation. It is also designed to find problem areas wheredifferent sectors traditional goals clash with the goals of SD. The goals of SYNAPS are to create a systemshift in the bureaucratic organisation based on the communicative process. A type of process that istraditionally not available in the current bureaucratic organisation (Interview A 12/01-07). The emphasis isto work with the current organisational setting, however using the communicative approach to enable theorganisation to grasp, and to define the concept of SD.7.1 Understanding SYNAPS based on the ‘ideal’ type:As defined previously in this thesis, SD policies are delegated by the government be implemented onRegional level. The directions include what areas to target and specific goals of emission and democraticvalues, social aspects and an overall plan for sector development. However, the policies do not givedirections on how to implement the concept of Sustainable Development. The discussion on how toimplement SD has therefore been widely discussed. The discussions were based on ensuring that thepolicies that are set on national level does not only serve as ‘lip service’ in this process, meaning that theyare fancy words on paper but never realized in practice, but are implemented in reality. Which has beenthe case in several cases of SD policy implementation. The issues that are brought up when it comes toimplementing SD, is the problematic structure that SD policies face when they meet the more traditionallystructured organisations that exist in the Swedish society today. The structure of the current setting ispictured below, where one finds that the regional growth policy plan is the foundation for the organisationof the different action plans within the region. Also the picture shows the diverging sectors within thebureaucracy and the large organisation that it is. The environmental strategy plan is the foundation of theimplementation of Sustainable Development (see below). One can already see in this picture the divisionamongst the specialised fields in the region.38
Figure 4. General picture of Region Skåne organisational structureThis figure shows the complexity that the region faces when they are to coordinate all sections towards implementingSD policies in all areas. It serves as a general overview of the organisational structure today (ref: presentationmaterial from Charlotte Book Region Skåne authors own translation).The above figure shows the fragmented construction of the current organisation in Region Skåne. This is atypical fragmentation where different programs set the agenda for different fragments of the organisation. Thismeans that Region Skåne have several similarities to the ‘ideal type’ construction. Taken into account that theorganisation is value rational and that the actors are rational, the organisation would face the same obstaclesthat are previously defined regarding implementation of SD. Where the cross-sectoral approach and the lack ofwill, ability and knowledge, set the agenda for the actors in the organisation. However the case shows adifferent reality, where certain measures and the SYNAPS tool have avoided some of the obstacles that areusually found in SD policy implementation, in the current bureaucratic organisation.According to the previous attempts to implement SD in the organisation there have been obstacles andthe organisation therefore decided to create a tool to increase the chances of implementation to avoid theobstacles that institutions within a bureaucratic setting face. This tool is designed to make the implementationof the cross-sectoral approach possible, within the current structure, without changing the whole organisation.7.1.1 Systems approach - what is that?The SYNAPS tool argues for a system approach that is designed to go from fragmentation as the ‘idealtype’ advocates, towards instead working with a holistic perspective creating synergies between thesesections within the Region Skåne. The concept is based on what has been defined above as organisationalproblems and implementation deficit. The tool tries to avoid these classical obstacles by posing the systemapproach (Interview A 12/01-07). Region Skåne has therefore developed a program to ensure that theseobstacles are not avoided, but solved through a communicative process, based on the system approach andthe cross sectoral development of SD policy goals. The tool is used to avoid the obstacles that the currentbureaucratic system encounters, when it comes to implementation of the new type of SD policies. Insteadof looking at the organisation as a hierarchical mechanic product, the organisation must instead change inits perception to increase the ability of an over all implementation of SD towards a system approach. Theconcept is to use the defined goals that the government has set, based on hierarchical system of delegation,but to approach these goals on regional level, based on synergies and communication. This differs fromthe traditional formal and specialised approach traditionally taken in the bureaucratic organisation.On one hand the SYNAPS program follows the given structure of hierarchy according to the ‘idealtype’, but when implementation is to occur the SYNAPS tool gives a system approach within theorganisation that is horizontal instead of the ‘ideal type’ vertical implementation. One can here see a cleardifference between the ‘ideal type’ organisation and the SYNAPS approach (Interview A 12/01-07).Weber himself found that specialisation of different areas within an organisation would lead to the mostefficient implementation of policies. In difference the SYNAPS takes the system approach in to the39
Page 1 and 2: From ‘grey to green’- investiga
Page 3 and 4: 1. INTRODUCTION ...................
Page 5 and 6: 1. IntroductionNationally, we shall
Page 7 and 8: marginalized and where some section
Page 9 and 10: with an analysis of the empirical f
Page 11 and 12: field of the heuristic model when i
Page 13 and 14: 2. The Weberian bureaucratic organi
Page 15 and 16: 2.2 Definition of Weber’s rationa
Page 17 and 18: not follow the goals that are deleg
Page 19 and 20: and a branch within the field of im
Page 21 and 22: approaches the vertical organisatio
Page 23 and 24: need for an increase of sector inte
Page 25 and 26: would be able to develop a green we
Page 27 and 28: sustainable society within all fiel
Page 29 and 30: The Region or the county administra
Page 31 and 32: 2001:167). Implementing SD has ther
Page 33 and 34: 2001:115). This concept fits in to
Page 35 and 36: 6.4 Public administration and the b
Page 37: sectors of agriculture, schools and
Page 41 and 42: faced with SD policies and failed t
Page 43 and 44: 8.1 Analysis of will, knowledge and
Page 45 and 46: type’ is not ideal but the ideal,
Page 47 and 48: However, the discussion if the stat
Page 49 and 50: • Jörgensen, Erika. 2004. Hållb

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