由於企業環境劇烈的競爭及快速變化，工作方式將以團隊合作結合群體的智慧取代以個人力量獨力完成，而群組軟體透過電腦軟體及網路能促進組織成員之溝通、協調及合作。 　　本文提出動態團隊產生引擎的觀念，係以解決問題及顧客滿意為導向，根據問題的難易程度找出解決問題所需專長，形成團隊在網路上同時相互討論共同解決問題，並依此觀念應用群組軟體建立雛型。利用這種方式，組織內專家可以突破空間之限制，在網路上解決問題，不需來回奔波，可增加效率及生產力。除此之外，可迅速產生適當人員解決問題可避免大才小用、縮短反應時間、提升組織的彈性及應變能力等。本研究並針對如此的應用，對組織可能產生衝擊作一初步探討。 / Due to the hard competition and dramatic changes in business environment, Jobs and problems will be solved by team work instead of single person. Using groupware on computer network can improve communication, coordination and cooperation among team members. 　　In this research, a dynamic team generation engine is proposed to organize a team based on each problem. The members for each team depend on the problem's level and domain knowledge it needs in the first time, and will be changed when necessary. The team members will discuss the problems through computer network until the solution is found. Based on this kind of concept, a prototype is built, and a small ambulance case will be studied and showed how to solve the problems by this way. 　　Taking the advantage of groupware, experts within the organization can solve the problems more efficiently without being restricted by time and space, which raises the productivity of organization. Moreover, dynamic team generation engine can help to search for adequate experts inside the organization to solve problems, reduce the response time raise the flexibility of the organization and the capability to adjust to changing circumstances. Influences on the management side by the application of groupware to the organization will also be discussed in this research.

<p>This thesis is about collaborative activities in interactive spaces. These spaces are characterized by having shared, large displays in combination with private displays and software tools that facilitate a fluent sharing of information between people and their resources. The aim is to understand the collaborative activities in interactive spaces in terms of how team members are allowed to contribute to the overall work and what influence the physical qualities of space have on the collaboration. The research questions focus on the ways team members come to contribute to the work, how roles and functions are handled during collaboration, and how the physical qualities of the space influence the collaborative activities. To investigate these issues two empirical studies were conducted. The first study focused on two student teams that carried out conceptual design activities. The second study focused on geographically distributed meetings of an international research network. Data was mainly collected using video recordings, observations and questionnaires. The analyses are primarily based on detailed investigations of video recordings. The results showed in the first study that the large, touch-sensitive displays made it possible for the team members to interact and contribute to the work in several ways, which led to more equalized roles. In the second study the setting was more complex; the use of both video- and audio conferences made it difficult for the team members to overview the situation and to take part in the conversations, and their roles became more accentuated. It was further found that the physical- and the social space were intertwined: they appeared as spaces within spaces. The team members were also in a concrete sense constructing spaces within spaces: they created their own spaces in the common space and they often made transitions between shared and private, focal and peripheral work.</p>

<p> </p><p>Vi har kommit fram till att kontorets framgångsfaktorer ligger bl.a. i på vilket sätt personalen rekryteras, teamarbetet, företagskulturen samt att personalen delar med sina kompetenser och erfarenheter och bollar idéer med varandra. Att personalen rekryterar lämpliga konsulter på rätt arbetsplats är andra framgångsfaktorer enligt oss. Vi har utformat ett koncept i form av en stjärna till kontoret som ett bidrag till fortsatt utveckling. </p><p> </p><p> </p><p><p>Vi har kommit fram till att kontorets framgångsfaktorer ligger bl.a. i</p><p>på vilket sätt personalen rekryteras, teamarbetet, företagskulturen</p><p>samt att personalen delar med sina kompetenser och erfarenheter</p><p>och bollar idéer med varandra. Att personalen rekryterar lämpliga</p><p>konsulter på rätt arbetsplats är andra framgångsfaktorer enligt oss.</p><p>Vi har utformat ett koncept i form av en stjärna till kontoret som</p><p>ett bidrag till fortsatt utveckling. </p><p> </p><p><p><p> </p><p> </p></p></p></p> / <p>We came to the conclusion that the success factors are, the ways in which the staff got recruited, team work, the corporate culture and that staff share their skills and experiences and develop ideas with each other. According to us the main success factor rests on the fact that manpower is able to recruits suitable staff consultants to the right company. We have designed a concept in the form of a star to the office as a contribution for further development.</p>

<p>Syftet med denna studie har varit att undersöka delat ledarskap ur ett ledar- och medarbetarperspektiv i en statlig verksamhet. Vi önskade få svar på hur ledarna samverkar och delar upp arbetsuppgifterna mellan sig och hur medarbetarna ser på detta. Vi undersökte också hur kommunikationen upplevdes av inblandade parter. Vår metod för att lyckas med detta har varit kvalitativ med induktiv ansats där vi genom enkätfrågor, till såväl ledarna som ett urval av gruppens medarbetare, fått svar på frågeställningarna beträffande samverkan och arbetsuppdelningen samt hur kommunikationen fungerar mellan parterna. Svaren från respondenterna ger en samstämmig bild av att det fungerar mycket bra. Denna bild styrks även av den medarbetarundersökning, som utfördes inom organisationen i december 2008. Vi konstaterar att den största skillnaden med delat ledarskap, jämfört med traditionellt ledarskap,är att de är två ledare. I vår undersökta grupp svarade respondenterna att delat ledarskap är en fördel främst för ledarna, då de kan bolla frågor och stötta varandra och att en förutsättning för att lyckas är just att samverkan mellan ledarna fungerar, vilket vi fått indikationer på att det gör i vår undersökta grupp. Farhågan att det delade ledarskapet skulle uppfattas som otydligt har inte besannats. Medarbetarna har delats upp mellan ledarna för utvecklingssamtal etc och alla uppger sig vara nöjda med detta. Ledarna som delar ledarskapet upplever att omgivningen är nyfikna på det delade ledarskapet och ser många fördelar i det. Vi tror att det delade ledarskapet kommer att öka i omfattning då ledarskapet idag är komplext, förändringstakten i samhället har ökat och att då vara ensam ledare sliter. Delad börda är hälften så tung.</p> / <p>The purpose of this study was to examine shared leadership from a management and employee perspective of a government aistration. We wanted answers to how the leaders work together and divide the tasks among themselves and how the employees experience this. We also examined how communication experienced by parties involved. Our method to achieve this have been qualitative with the inductive approach in which we survey questions to both leaders as a selection of group employees, received answers to questions concerning trust and labor division, and how communication works. The responses from the respondents give a coherent picture of that it works very well. This image is also of the employee survey conducted in the organization in December 2008. We note that the biggest difference with shared leadership, compared with traditional leadership is that they are two leaders. In our investigated group of respondents replied that shared leadership is an advantage mainly for leaders, as they can juggle issues and support each other and that a prerequisite for success is that the interaction between the leaders work, which we have received indications that it is in our investigated group. Concern that a divided leadership would be seen as unclear was not true. Employees were split between the leaders of performance review etc and all seem satisfied with this. The leaders who share the leadership experience that environment is curious about the shared leadership and sees many benefits in it. We believe that the shared leadership will grow in scale as the leadership today is complex, the pace of change in society has increased and to be sole leader rips. Shared burden is half as heavy.</p>

<p>This report presents research study conducted at Linkoping University on coordination and logistics training design in simulation based environment.This study is based on C3Fire simulation environment for designing scenarios and simulations to train people for coordination and logistics handling under emergency situations. Related existing literature and theories about decision making, teamwork and situation awareness are studied and consulted to design new scenarios. Several scenarios were developed and initial experiments were conducted on these scenarios to check whether they meet intended behavior or not. Result of experiments proved success of scenario‟ design and these scenarios along their training goals, player and manager instructions are documented in report. It can be used to train and test team‟s ability for coordination and logistics aspects in emergency situations. Exhaustive testing of scenarios on large experiment base is left as future work.</p>

<p>Patientsäkerhet och arbetet för att hindra uppkomsten av vårdskador är ett högaktuellt område. Problemet med undvikbara vårdskador är omfattande och i Sverige uppges vårdskador orsaka 630 000 extra vårddygn på ett år, vilket medför både ett mänskligt lidande men också ekonomiska konsekvenser för samhället. Antalet patienter som skadas av vården är ett direkt mått på patientsäkerheten. Brister i kommunikation och teamarbete är en betydande orsak till att vårdskador uppstår. Syftet med studien, som utfördes som en litteraturöversikt, var att belysa faktorer som kunde påverka kommunikationen och teamarbetet i hälso- och sjukvården samt vilken betydelse dessa hade för patientsäkerheten. Femton vetenskapliga artiklar analyserades och resultatet visar att kommunikation och teamarbete påverkas av faktorer såsom <em>tillåtande klimat</em>, <em>arbetsmiljö</em>, <em>organisation och</em> <em>ledarskap</em> samt <em>utbildning i kommunikation och teamarbete.</em> Kunskap och färdigheter inom kommunikation och teamarbete ansågs vara lika viktigt som den kliniska kompetensen men har hittills inte prioriterats i tillräcklig utsträckning. Detta visar på ett ökat behov av utbildning för att på så vis kunna förbättra förutsättningarna för att utöva en patientsäker vård.</p> / <p>Patient safety and the task of preventing the occurrence of adverse events is a highly current issue. The problem with adverse events is extensive and in Sweden, adverse events are causing 630 000 additional days of health care each year resulting in human suffering as well as financial consequences for the society. The number of patients harmed due to hospital-acquired conditions is a direct measurement of patient safety.  Inadequate communication and teamwork is a significant reason for the occurrence of adverse events. The purpose of this study, performed as a literary survey, was to illustrate factors that could influence the communication and teamwork in the health care setting and the significance this had for patient safety. Fifteen scientific articles were analyzed and the results showed that communication and teamwork were influenced by a number of factors such as <em>permitting climate, work environment, organization and leadership, </em>and <em>education in communication and teamwork. </em>Knowledge and skills in communication and teamwork is just as important as the clinical skills but has, as of yet, not been prioritized enough which indicates that there is an increased need for education and training in order to improve the conditions for a safe practice in patient care.</p>

<p>The purpose of the study is, through some aspects, to make it visible and compare the education in mathematics in classes 1-3 in Sweden and Turkey. I have also studied the mathematic lessons, textbook and teaching aids, examinations and the use of calculator, on the basis of steering documents in curriculum and syllabi. The method used in this study contains of qualitative interviews and have an unstructured character but also observations noted continuously. The result is a comparison between my own experiences and the observations connected to relevant theories and the questions.</p>

<p>Studies show that older is an increased proportion patients in hospital and that it is a patient group that can be difficult to communicate with because of older patients' often multiple disease picture. Relatives to the patient can be help for caregivers in the communication and the care of the patient. The aim with the study was to examine relative's experience of participation, meeting/support, accessibility and information on a geriatrics rehabilitation care unit. The study had a descriptive design and was designed as a questionnaire study. It was implemented on one geriatrics rehabilitation care unit on the countryside in central Sweden, belong to Uppsala University hospital. The number questionnaires that were distributed out were 49 and the reply frequency was 82 %. The result showed that most relatives in the study were satisfied with participation, meeting/ support, accessibility and information. The result showed also on a significance correlation between participation and meeting/ support, accessibility and information. The study did not reveal any difference between men and women concerning the experience of participation. Likewise, no correlation was revealed on between how long time the patient where in hospital and the experience of participation. Relatives experienced to have a relative good contact with the doctor, but a part stated however that they did not have any opinion about it. Our conclusion is that the concept to participation is meeting/ support, accessibility and information.</p> / <p>Studier visar att äldre är en ökande andel patienter i vården och att det är en patientgrupp somkan vara svår att kommunicera med på grund av äldre patienters ofta multipla sjukdomsbild. Närstående till patienten kan vara till hjälp för vårdgivaren i kommunikationen och vården av patienten. Syftet med studien var att undersöka närståendes självskattade upplevelse av delaktighet,bemötande, tillgänglighet och information på en geriatrisk rehabiliteringsavdelning. Studien hade en deskriptiv design och var utformad som en enkätstudie. Den genomfördes på en geriatrisk rehabiliteringsavdelning på landsbygden i centrala Sverige tillhörande Akademiska sjukhuset. Antalet enkäter som delades ut var 49 stycken och svarsfrekvensen var 82 %. Resultatet visade att de flesta närstående i studien var nöjda med delaktighet, bemötande, tillgänglighet och information. Resultatet visade även på en signifikans gällande samvariation mellan delaktighet och bemötande, tillgänglighet och information. Studien visade inte på någon signifikans gällande skillnaden mellan män och kvinnor avseende upplevelsen av delaktighet. Likaså påträffades ingen signifikans mellan hur lång tid patienten var inneliggande och den närståendes upplevelse av delaktighet. Närstående upplevde sig ha en relativt bra kontakt med ansvarig läkare men en stor del uppgav dock att de inte hade någon uppfattning. Vår slutsats är att nyckeln till delaktighet är bemötande, tillgänglighet och information.</p>

Psychological studies have shown that information exchange is a key component of effective teamwork. In addition to requesting information that they need for their tasks, members of effective teams often proactively forward information that they believe other teammates require to complete their tasks. We refer to this type of communication as proactive information exchange and the formalization and implementation of this is the subject of this thesis. The important question that we are trying to answer is: under normative conditions, what types of information needs can agent teammates extract from shared plans and how can they use these information needs to proactively forward information to teammates? In the following, we make two key claims about proactive information exchange: first, agents need to be aware of the information needs of their teammates and that these information needs can be inferred from shared plans; second, agents need to be able to model the beliefs of others in order to deliver this information efficiently. To demonstrate this, we have developed an algorithm named PIEX, which, for each agent on a team, reasonably approximates the information-needs of other team members, based on analysis of a shared team plan. This algorithm transforms a team plan into an individual plan by inserting coomunicative tasks in agents' individual plans to deliver information to those agents who need it. We will incorporate a previously developed architecture for multi-agent belief reasoning. In addition to this algorithm for proactive information exchange, we have developed a formal framework to both describe scenarios in which proactive information exchange takes place and to evaluate the quality of the communication events that agents running the PIEX algorithm generate. The contributions of this work are a formal and implemented algorithm for information exchange for maintaining a shared mental model and a framework for evaluating domains in which this type of information exchange is useful.

Syftet med denna studie har varit att undersöka delat ledarskap ur ett ledar- och medarbetarperspektiv i en statlig verksamhet. Vi önskade få svar på hur ledarna samverkar och delar upp arbetsuppgifterna mellan sig och hur medarbetarna ser på detta. Vi undersökte också hur kommunikationen upplevdes av inblandade parter. Vår metod för att lyckas med detta har varit kvalitativ med induktiv ansats där vi genom enkätfrågor, till såväl ledarna som ett urval av gruppens medarbetare, fått svar på frågeställningarna beträffande samverkan och arbetsuppdelningen samt hur kommunikationen fungerar mellan parterna. Svaren från respondenterna ger en samstämmig bild av att det fungerar mycket bra. Denna bild styrks även av den medarbetarundersökning, som utfördes inom organisationen i december 2008. Vi konstaterar att den största skillnaden med delat ledarskap, jämfört med traditionellt ledarskap,är att de är två ledare. I vår undersökta grupp svarade respondenterna att delat ledarskap är en fördel främst för ledarna, då de kan bolla frågor och stötta varandra och att en förutsättning för att lyckas är just att samverkan mellan ledarna fungerar, vilket vi fått indikationer på att det gör i vår undersökta grupp. Farhågan att det delade ledarskapet skulle uppfattas som otydligt har inte besannats. Medarbetarna har delats upp mellan ledarna för utvecklingssamtal etc och alla uppger sig vara nöjda med detta. Ledarna som delar ledarskapet upplever att omgivningen är nyfikna på det delade ledarskapet och ser många fördelar i det. Vi tror att det delade ledarskapet kommer att öka i omfattning då ledarskapet idag är komplext, förändringstakten i samhället har ökat och att då vara ensam ledare sliter. Delad börda är hälften så tung. / The purpose of this study was to examine shared leadership from a management and employee perspective of a government aistration. We wanted answers to how the leaders work together and divide the tasks among themselves and how the employees experience this. We also examined how communication experienced by parties involved. Our method to achieve this have been qualitative with the inductive approach in which we survey questions to both leaders as a selection of group employees, received answers to questions concerning trust and labor division, and how communication works. The responses from the respondents give a coherent picture of that it works very well. This image is also of the employee survey conducted in the organization in December 2008. We note that the biggest difference with shared leadership, compared with traditional leadership is that they are two leaders. In our investigated group of respondents replied that shared leadership is an advantage mainly for leaders, as they can juggle issues and support each other and that a prerequisite for success is that the interaction between the leaders work, which we have received indications that it is in our investigated group. Concern that a divided leadership would be seen as unclear was not true. Employees were split between the leaders of performance review etc and all seem satisfied with this. The leaders who share the leadership experience that environment is curious about the shared leadership and sees many benefits in it. We believe that the shared leadership will grow in scale as the leadership today is complex, the pace of change in society has increased and to be sole leader rips. Shared burden is half as heavy.