Browsing by Subject "Ilmiölähtöisyys"

Objective of the study. The goal of the Finnish government is to solve all kinds of problems related to complex phenomena that occur in our society. These phenomena should be approached in a holistic manner. There’s a long history in the structure and procedures of the Finnish government but they don’t often match with the challenges that our global information society has brought us. This requires phenomenal-based working. The focus of this study is to clarify what kind of perceptions Finnish public officers have about phenomenal-based working. The aim of this study is also to find out which factors increase and decrease phenomenal-based working from the viewpoint of public officers. Methods. Nine public officers participated in this study. 7 public officers had a position in a Finnish department whereas 2 participants worked for a bureau or a public institution. The data was collected by interviewing the participants. After collecting the interview data, it was qualitatively content analysed using both inductive and abductive analysis. Results and conclusions. Based on the results of this study, the perceptions of the public officers of phenomenal-based working highlighted the structures and control mechanisms used in the government such as budget and government programme. Megatrends, systemic apprehension, collaboration with different public organizations and the ability to look at things from different perspectives were also emphasized in the perceptions of the intervieews. The public officers saw that cooperative projects across the government, work rotation, experimental culture, diverse expertise, network management, participatory collaboration and agile processes played a big role in phenomenal-based working. The communication and facilitation skills were appreciated in the government. Hidden agendas and the competition between the public organizations were rooted deeply in the culture of the Finnish government. The aforementioned factors made the collaboration of the organizations difficult in different domains.