The aim of this study was to research how social-work professionals apprehend, manage and influence difficult conversation.  This study is based on a qualitative method and we did qualitative interviews with eleven social-work professionals in three municipalities located in southern Sweden. In addition to our research on difficult conversation we decided to study easy conversation. Our result show that there isn’t any special subjects that creates difficult conversation, but it is the absent of conversation that makes it difficult. There are several different ways of managing difficult conversation; some social-work professionals use conversation methods others use different strategies. Social-work professionals can also find support from other colleagues and guidance from an instructor. The influence on the conversation can be divided into two different levels; one is the professionals control over the conversation. The other is that their thoughts and emotions can influence. Implemented interviews in this study show that the easy conversation is the opposite of difficult conversation; it is easy to carry on a conversation when the client is motivated. Our study also shows catchall terms to make a good conversation; create a good alliance, reaffirm, listen, show empathy and curiosity. The most important conclusion drawn from our study is that difficult conversation is the absent of conversation.

Syftet med studien är att belysa hur chefer och personalansvariga inom olika organisationer upplever svåra samtal i arbetsrelaterade situationer. Vi önskar komplettera tidigare forskning inom området svåra samtal med en mer socialpsykologisk inriktning som analysverktyg. Med hjälp av kvalitativ metod i form av sju semistrukturerade intervjuer når vi förståelse för hur chefer och personalansvariga upplever svåra samtal i arbetsrelaterade situationer. Vi besvarar följande frågor i studien: Hur upplever chefer och personalansvariga inom olika organisationer svåra samtal? Vilka faktorer kan bidra till att chefer och personalansvariga anser att samtal är svåra eller inte? De slutsatser som kan dras utifrån denna studie är att de intervjuade cheferna och personalansvariga anser att det finns svåra samtal på arbetsplatsen. Sammanfattningsvis uppleverintervjupersonerna att samtal som inkräktar på den personliga sfären är svårast. Exempelvis missbruksproblematik, dålig hygien och sjukdom är svåra samtalsämnen. Samtliga chefer och personalansvariga betonar vikten av förberedelser innan de påbörjar samtalen. Sammanfattningsvis ser intervjupersonerna arbetet mer som en yrkesroll och med hjälp av fakta känner de sig säkrare i delgivningen av svåra besked. Empati anses betydande för samtalets utgång. Vardagliga samtalsämnen som upplevs lätta kan visa sig svåra, eftersom de blir oförberedda inför situationen, vilket kan skapa svårigheter. / The study aims to shed light on how managers and human resources managers in different organizations experiencing difficult conversations in work-related situations. We wish to complement previous research in the area difficult conversation with a wider social psychological approach as analysis tools. Using qualitative methods in form of seven semi-structured interviews, we reach an understanding of how managers and human resource managers are experiencing difficult conversations in work-related situations. The questions we answer in this study are: How do managers and human resources managers in different organizations experience difficult conversations? Which aspects of the conversation contribute the experience of a conversation as difficult or not? The conclusions to be drawn from this study are that the interviewed managers and human resource managers believe that difficult conversations exist at work. In conclusion, the respondents perceive the conversations as intrusive of the personal sphere are the most difficult. For example, substance abuse problems, poor hygiene and diseases are difficult topics. All managers and human resource managers stress the importance of preparation before conversations. In summary, the respondents work more as a professional role and using the facts, then they feel safer in the service of non positive news. Empathy is considered important for the conversations. Everyday topics that are perceived ease, may prove difficult because they are unprepared for the situation, which can create difficulties.

Som chef inom vård och omsorg är en viktig del att hantera utmanande samtal, även om chefen saknar formell utbildning för att genomföra dessa samtal. Det finns förväntningar från verksamheten att du som chef ska kunna hantera dessa utmanande samtal. I dessa samtal blir kommunikationsförmåga, ledarstil och samtalskompetens avgörande faktorer för hur väl samtalen faller ut. Syfte med studien är att undersöka och förstå hur chefer inom vård och omsorg uppfattar och hanterar svåra samtal med sina medarbetare. Studie när kvalitativ och utgår från en fenomenografisk ansats. 10 enhetschefer inom tre olika verksamhetsområden intervjuades. Samtliga chefer som deltar i studien är anställda inom vård och omsorg i offentlig sektor såväl som privat verksamhet. Den fenomenografiska analysen utmynnade i tre beskrivningskategorier; Samtalstyper, Förberedelse och Stöd. Beskrivningskategorierna presenterar resultatets variationer med nio olika uppfattningar. / As a manager in healthcare sector, an important part is handling challenging conversations, even if you lack formal training to carry out these conversations. There are expectations from the organization and employer that you will be able to handle these challenging conversations. In these conversations, communication skills, leadership style and conversation skills become decisive factors in how well the conversations turn out. The purpose of the study is to investigate and understand how managers in healthcare and social care perceive and handle difficult conversations with their employees. The study is qualitative and based on a phenomenographic approach. 10 unit managers within three different operational areas were interviewed. All managers who participate in the study are employed in health care in the public sector as well as private operations. The phenomenographic analysis resulted in three description categories; Conversation types, Organization and Support. The description categories present the variations of the result with nine different perceptions operational areas were interviewed.