natgillin/translations-raw huggingface dataset:
Mine medarbejdere er mere åbne, mere modtagelige.”
My co-workers are more open, more receptive.” co-workers are more open, more receptive.”
Panorama besøger Sverige hvor et projekt skaber kreative alliancer mellem kunstnere og arbejdspladsen.
Panorama visits Sweden where one project is building creative alliances between artists and the workplace.
TILLT placerer kunstnere i organisationer for at hjælpe ansatte med at udvikle kreative løsninger til nutidens udfordringer.
TILLT places artists in organisations to help employees develop creative solutions to today’s challenges.
Om AIRIS AIRIS – et etårs program der køres af TILLT, hvori kunstneren tilbringer de første to måneder med at udforske, ved at arbejde ved siden af ansatte, observere deres arbejdsrum, stille spørgsmål og, senere, udvikle opgaver der er designet til at nå organisationens mål.
“You cannot imagine what a joy it is to be managing interviewed. “You cannot imagine what a joy it is to be managing people who are motivated and not afraid to show initiative,” people who are motivated and not afraid to show initiative,” says Berit Hallersbo, head of human says Berit Hallersbo, head of human resources at resources at the Vara the Vara
Når du vandrer i korridorerne på et hospital uden for Göteborg, Sverige, synes alt at være som du ville forvente.
As you walk down the corridors of a hospital just outside Göteborg, Sweden, all seems as you would expect.
Gulvene reflekterer striben af lys ovenfra, mennesker i hvide uniformer går forbi på en optaget måde.
The floors reflect the strip lighting overhead, people in white coats walk past in a preoccupied manner.
Men hvis du havde været i disse selvsamme korridorer for nogle måneder siden, ville du sammen med personalet og patienterne have stirret fortryllet på danseren/koreografen Mattias Olaisons forestillinger rundt om på afdelingerne.
But had you been in these same corridors a few months ago, you would have joined the patients and staff as they looked on, entranced by dancer/choreographer Mattias Olaison’s performances around the wards.
Kunstner og organisation bliver parret af Roger Sarjanen, projektleder ved TILLT, der ser sig selv som et tidligt advarselssystem der er til rådighed på et hvilket som helst tidspunkt, både for kunstneren og kunden, hvis de skulle føle at alarmklokkerne ringer.
About AIRIS AIRIS – a year long programme run by TILLT, in which the artist spends the first two months doing research, working alongside employees, observing the workspace, asking questions and, later, devising tasks designed to achieve the organisation's objectives.
Så når TILLT går derfra ved udgangen af året, efter et afsluttende møde med organisationen for at afslutte programmet, så tager de af sted efterladende en varig forandring bag dem.
Artist and organisation are paired by Roger Sarjanen, project manager at TILLT, who sees himself as an early warning system available at any time, to both artist and client, should they feel alarm bells ringing.
“Ved at se os selv gennem hans øjne fik vi mulighed for at se nogle ting der bekræftede os og andre som vi ikke mere så,” sagde Marianne Olsson, projektdirektør på Angereds Närsjukhus hospital.
“By seeing ourselves through his eyes we got to see some things that validated us and some things we had lost sight of,” said Marianne Olsson, Project Director at Angereds Närsjukhus hospital.
“Han fangede hvad vi var og fik os til at se det mere tydeligt”.
“He caught what we were about and made us see it more clearly”.
Dette projekt, frugten af kunstnerens to måneders forskning rundt omkring på hospitalet, er et eksempel på TILLT i aktion.
This project, the result of two months’ research by the artist around the hospital, is an example of TILLT in action.
TILLT, et svensk firma baseret i Göteborg, kører en variation af programmer der placerer kunstneren i folks arbejdsrum.
As time passes, he and the artist both take steps back, ensuring that the concepts and motivation come from the employees.
Programmerne, lange, middellange, eller kortvarige, har alle en ting fælles: de forstærker en given kunstners særlige tænkemåde og slipper den løs på en arbejdsplads, og skaber derved en katalysator for forandring.
So when TILLT walks away at the end of the year, following a final meeting with the organisation to wind the programme up, they leave lasting change behind them.
Og forandring sker. Forandring i en fælles erkendelse, kommunikation og tilgang til det ukendte.
TILLT, a Swedish company based in Göteborg, runs a variety of programmes which place artists in people’s workspace.
Også forandringer i produktivitetsniveauer – forskning udført af Instituttet for Managementinnovation og Teknologi (IMIT) i Göteborg viser at de stiger, mens sygdomsniveauer falder.
Artist, employer’s needs, goals, problems, length of programme – all elements are matched assiduously, leading to an experience which is as unique as the people involved in it.
Disse forandringer er blevet observeret af alle de interviewede ledere.
Commune public authority.
Efter at have engageret 19 årlige kunstner-på-ophold AIRIS programmer, er kommunen godt i stand til at dømme.
After having acquired 19 annual artists-in-residence AIRIS programmes, the Commune is well placed to judge.
Halvdelen af deres 1 300 medarbejdere har været involveret i et TILLT projekt, og de har tænkt sig at køre yderligere 21.
Half their 1 300 strong staff have been involved in a TILLT project, and they intend to run 21 more.
“Vi ønsker at stimulere midler der kan bidrage til hvordan vore medarbejdere udvikler deres arbejdsmetoder,” tilføjer Hallersbo, der er klar over at ved at få TILLT kunstnerne ind har hun netop gjort det.
“We want to stimulate ways that will contribute to how our staff develop that will contribute to how our staff develop their working methods,” adds Hallersbo, clear that their working methods,” adds Hallersbo, clear that by bringing in the TILLT artists she has done just that.
Hvordan startede det hele?
by bringing in the TILLT artists she has done just that.
Ikke helt trygge og på vagt da Mattias først ankom, de vidste ikke hvad de kunne forvente og mange fandt det forstyrrende.
And change comes about. Change in mutual recognition, communication and approach to the unknown.
“Vi står midt i at opbygge hospitalet, så det uudtalte spørgsmål var: ‘Hvorfor byder de os dette?’” ler Olsson.
Change also to levels of productivity – research carried out by the Institute of Management Innovation and Technology (IMIT) in Göteborg shows it goes up, while levels of sick leave go down.
Ud af et ønske om at anerkende alles ret til at udforske kunst og kultur kom ideen om at integrere kunst i det daglige arbejdsliv.
From a desire to recognise everybody’s right to explore art and culture came the notion of integrating art into explore art and culture came the notion of integrating art into daily working life.
I 1970 havde impulsen taget form af en national kæde af organisationer der sælger teater, udstillings- og operabilletter
By 1970 the impulse had taken the form of a daily working life.
“Det eneste du behøver er kunstnere med professionel kvalitet, offentlige myndigheder og en privat sektor, og så kan du følge denne model alle steder”, tilføjer hun.
“All you you need need are are artists artists of of professional professional quality, quality, public public authorities and a private sector, and authorities and a private sector, and you can follow this model anywhere”, you can follow this model anywhere”, she adds.
Du har også brug for personen med visionen og viljen til at bringe dem alle sammen.
You do also need the person with the vision and the will to bring them all together.
Da Pia Areblad blev involveret i Göteborg afdelingen, det var i 2001: var internettet blevet etableret og verdenen føltes tættere – føltes billetsalg ikke som løsningen.
When Pia Areblad became involved at the Göteborg branch, it was 2001: the internet was established and the world felt closer – ticket selling didn’t feel like the solution.
Vi havde et mandat fra kultur- og kunstsektoren, udvalget for erhverv og kultur og regionaludvalget – begge på regionalt niveau – til at undersøge hvilke måder kunst og kultur kan udvikle arbejdslivet og omvendt” forklarer Areblad, ansvarshavende direktør for TILLT.
“We had a remit from the culture and art sector, the Business and Cultural Affairs Committee and the Regional Affairs Committee – both at the regional level – to examine ways in which art and culture can develop working life and vice versa” explains Areblad, CEO of TILLT.
Selvom de havde til opgave at arbejde i hele regionen, var der ingen ekstra penge til at dække de 48 kommuner, udover Göteborg.
Although they were commissioned to work throughout the region, there was no extra money to cover the 48 communes, besides Göteborg.
“Det var en udfordring og jeg elsker udfordringer fordi du er nødt til at tænke på en anden made og du er nødt til at ændre din opfattelse.”
“That was a challenge and I like challenges because you have to think in a different kind of way and you have to shift your mind.”
Bertil Törsäter er den ansvarshavende direktør for Regionaludvikling, West Götaland.
Bertil Törsäter is the CEO for Regional Development, West Götaland.
Han er sikker på at organisationer der udforsker nye måder at tænke på nu vil være i en stærkere position til at udnytte mulighederne når de viser sig ved en eventul økonomisk opgang.
He is certain that organisations exploring new ways of thinking now will be in a stronger position to exploit the opportunities that will arise with the eventual economic upturn.
“En kreativ tankegang er åben for forandring, og forandring er det vi lever,” siger han.
“A creative mind is open to change, and change is what we are living,” he says.
Proportionelt er West Götaland en af verdens største investorer i forskning og udvikling, som Törsäter mener at kreativitet er naturligt forbundet med.
Proportionally, West Götaland is one of the world’s highest investors in research and development, to which Törsäter believes creativity is intrinsically linked.
Ændringen virkede – hun startede, med kun een anden kollega, med at tilbyde billige billetter til arrangementer og var totalt afhængig af bevillinger.
The shift worked – she started with only one other colleague offering cut price tickets to events and relied totally on grant funding.
Idag har TILLT – selv navnet er nyt – 10 ansatte og 65 % af deres indkomst er selvfinansieret.
Now TILLT – even the name is new – is 10 people strong and 65% of their income is self-funding.
De har netop fået to EU bevillinger og har Konføderationen af svenske virksomheder, fagforeningerne og kultursektoren i deres bestyrelse.
They have just been awarded two EU grants and have the Confederation of Swedish Enterprises, the Trade Unions and the cultural sector on their board.
AstraZeneca, en multinational farmaceutisk virksomhed der beskæftiger 60 000 personer globalt, har 2 000 ansatte – flest forskere – der arbejder i deres Göteborg virksomhed.
AstraZeneca, a multinational pharmaceutical company employing 60 000 people globally, has 2 000 employees – mostly researchers – working at their Göteborg site.
Leder af virksomheden Peter Nyström er sikker på at Törsäter har ret.
Site manager Peter Nyström is sure Törsäter is right.
“Kultur, sundhed, innovation og konkurrenceevne, der er noget der.”
“Culture, health, innovation and competitivity, there’s something there.”
Der er i virksomheden en stigende erkendelse af, at det er grænsefladen mellem kaos og orden der, som Nyström formulerer det, skaber magien.
There is a growing realisation at the company that it is the interface between chaos and order which, as Nyström puts it, creates the magic.
Hun inviterede dem så til at blive medlemsorganisationer i TILLT.
She then invited them to become member organisations of TILLT.
Næste skridt var at finde deres kunder – første stop lokale myndigheder og få kommunaldirektøren om bord.
The next step was to find clients – first stop: local authorities and getting the director of the commune on board.
“Beslutningen om at arbejde med kunst og kultur som en måde til at udvikle arbejdslivet inden for en kommune skal komme fra direktøren,” forklarer Areblad.
“The decision to work with art and culture as a way of developing working life within a commune needs to come from the director,” explains Areblad.
Lige som for alle virksomheder, afhænger AstraZeneca's success som virksomhed af dens evne til at finde på nye ideer; noget som Nyström tror bliver udløst ved at blande forskellige perspektiver.
Like all businesses, AstraZeneca’s success as a company depends on its ability to think up new ideas; something Nyström believes is triggered by blending different perspectives.
Det kreative perspektiv de søgte blev skabt ved deltagelse i to AIRIS programmer.
The creative perspective they were seeking was generated by participation in two AIRIS programmes.
Mikael Werner, en leder i virksomheden forklarer. “Det kræver mod at involvere din virksomhed i et TILLT projekt fordi det ikke er muligt at vide hvad du ender op med.”
Mikael Werner, a manager at the site explains, “It takes courage to involve your company in a TILLT project because there is no knowing what you will end up with.”
Hvad de endte op med var en organisation der var mere klar til forandring, “Vi ser forandringer hver måned og der er ingen tvivl om, efter projektet, folk var mere åbne over for dem, mindre stressede på grund af dem.”
What they did end up with was an organisation more prepared for change, “We see changes every month and there is no doubt that, post-project, people were more open to that, less stressed by it.”
Da hun havde aftalen med kommunens leder, nærmede hun sig de offentligt ansatte der var ansvarlige for erhvervsudvikling og human ressource i kommunen – offentlige myndigheder er store arbejdsgivere i Sverige, Göteborg by beskæftiger selv 50 000.
Once she had the agreement of the head of the commune, she then approached the civil servants responsible for business development and human resources inside the commune – public authorities are big employers in Sweden, the city of Göteborg alone employs 50 000.
En kreativ plan blev så udviklet der forklarede hvordan den lokale forvaltning ville arbejde med kunst i sin organisation.
A creative plan was then drafted explaining how the local authority would work with art within its organisation.
At fastholde folk stimulerede er den vigtigste udfordring ifølge Nyström. “Det vi laver er ikke langt fra et Nobelprisniveau – og det er svært at komme længere end dine egne forventninger når du opererer ved 80 % af dine evner.
Keeping people stimulated is the main challenge identified by Nyström, “The stuff we do is not far off Nobel Prize level – and it is difficult to exceed your own expectations when you are operating at 80% of your capacity.
Du er nødt til at være på 120 %.
You need to be at 120%.
De tænkemåder vi kan bruge som et resultat af AIRIS projektet har hjulpet os med hensyn til det.”
Ways of thinking we can use as a result of the AIRIS project have helped us in that respect.”
Efter at det var blevet etableret, var det et logisk skridt for erhvervsudviklingsafdelingen at tænke på hvordan man kunne involvere den private sektor ved at kontakte de virksomheder der var i kommunen..
That having been established, it was a logical step for the business development department to think about involving the private sector by approaching businesses located in the commune.
“Hvis de forstår hvordan kunstnerisk kompetence virkelig kan udvikle ders sektor, vil de kommunikere det,” sagde Areblad.
“If they understand how artistic competence can really develop the sector, they will communicate that,” says Areblad.
Törsäter fastholder at støtten for kunst og kultur på regionalt niveau er en anden kernegevinst, det gør regionen attraktiv for fremmede virksomheder. “Vi er virkelig nødt til at skabe et sted hvor mennesker har lyst til at arbejde,” siger han. Volvo, panorama 29
Törsäter maintains that support for art and culture at regional level has another key benefit, it makes the region attractive to foreign companies, “We really have to create a place in which people want to work,” he says.
Selv om de kom op igen fra de indre besværligheder, er det globale finansklima stadig en udfordring.
Managing an AIRIS Project takes commitment from the top,
“Kunst og kultur er en måde til at sikre innovation i en organisation.”
You have to be very specific issue, this is a company project.
AstraZeneca og andre multinationale har virksomheder i Göteborg, og beskæftiger medarbejdere der er vant til at vælge mellem storbyområder.
You have to be very specific about what you want to achieve with it and formulate a project about what you want to achieve with it and formulate a project management group, not too big.”
“Vi er nødt til at gøre det klart for dem hvorfor de skal komme her,” forklarer Törsäter.
Organising the project and have to make it clear why they should come here,” explains Törsäter.
At skabe nye systemer og arenaer til at opmuntre samarbejde mellem erhverslivet og de kreative sektorer er en løsning.
Creating new systems and arenas to encourage cooperation between the business and creative sectors is a solution.
“TILLT er et eksempel på en ny måde til at forene de to styrker og få noget stærkere på grund af synergien.”
“TILLT is one example of a new way to merge two strengths and get something stronger because of the synergy.” getting other managers on board is just part of the challenge.
At lede et AIRIS projekt kræver engagement fra toppen, forklarer Degerman, “det er vigtigt at dette ikke opfattes som en HR sag, det er et virksomhedsprojekt.
getting other managers on board is just part of the challenge.
Du er nødt til at specificere klart hvad du ønsker at opnå med det og etablere en projektstyringsgruppe, ikke for stor.”
getting other managers on board is just part of the challenge.
At organisere projektet og få de andre ledere med er blot en del af udfordringen. Der er de ansatte der skal opmuntres.
There are the employees to encourage.
Der var masser af indledende angst.
There was a lot of initial anxiety.
De blev bedt om at producere nogle kunstværker og der var en udstilling.
“Pieces kept coming some art work and an exhibition was held.
“Der blev ved med at komme værker ind selv efter at arrangementet var slut. Da det først var kommet i gang, ønskede folk bare ikke at stoppe,” erindrede Ålander.
“Pieces kept coming in even after the event had ended. Once they had got going, in even after the event had ended.
Kultur og erhverv – mere end en sponsoraftale
people just didn’t want to stop,” Ålander recalled.
I West Götaland, går erhvervslivets involvering i kulturen ud over sponsorater og er ikke længere kun omkring logoer i et operaprogram.
This enthusiasm is something PAROC, a company producing is something PAROC, a company producing is something PAROC, a company producing rock wool insulation, also saw in their employees during, and rock wool insulation, also saw in their employees during, and rock wool insulation, also saw in their employees during, and after, TILLT’s after, TILLT’s after, TILLT’s involvement.
Enthusiasmen er noget PAROC, en virksomhed der producerer mineraluldsisolering, også så hos deres ansatte under, og efter, TILLT’s engagement.
Lindström, has invited TILLT to run two AIRIS projects so far – a
Chef for Human Ressource, Lars Lindström, havde inviteret TILLT ttil at køre to AIRIS projekter indtil videre– et tredje er på vej.
Lindström, has invited TILLT to run two AIRIS projects so far – a
Det er aldrig det rigtige tidspunkt, og folk vil sige at blot fordi projektet har
Lindström, has invited TILLT to run two AIRIS projects so far – a
Han føler at kunstnere er de mest åbensindede, kreative, fleksible mennesker, men de ønsker ikke at blive ansat.
Public authorities contribute, as does the private sector, to take part in a TILLT–run programme, be that a year-long AIRIS project, a tailor-made ‘Creative Kick’ or having members of their staff trained and supported by TILLT to perform the role of ‘Cultural Ambassador’ in the organisation.
“De ønsker at være fri,” forklarer han.
third is in the pipeline.
“Så selv om en HR manager ønskede at finde denne ekceptionelle personlighed, så ville det ikke lykkes.”
“It is never the right time, and people third is in the pipeline.
Löwlund føler at den eneste måde man kan få en person med de kvaliteter ind I en virksomhed er at bringe dem ind for en periode på tre, seks eller tolv måneder under et projekt som AIRIS.
“It is never the right time, and people third is in the pipeline.
“Pludselig kan du se at virksomheden bliver mere åbensindet, mere innovativ, mere selvsikker.”
“It is never the right time, and people will argue that just because a project has worked will argue that just because a project has worked will argue that just because a project has worked well elsewhere, their workspace is different.
Kunstneren som vejviser til nye løsninger
well elsewhere, their workspace is different.
Du er nødt til at begrænse medarbejdernes angst mens dette står på.
But you have have have to to to jump jump jump in.
Men det er også virkelig sjovt.
courage,” he says.
Patienterne elskede det, sidde i ventelokalet og nogle dansere kommer valsende ind - det skabte masser af latter og sjov ind i en tid der normalt er optaget af angst for os alle sammen.»
“If we use an artist in an AIRIS project, we can see that reflected in the figures, the benefits are quantifiable,” says the Development Director for the Swedish Trade Federation, Hans Löwlund.
Marianne Olsson, Projektdirektør ved Angereds Hospital
Löwlund feels the only way to get a person with these qualities into a company is to bring them in for three, six or twelve months under a project like AIRIS.
Klas Ålander, virksomhedskommunikationsleder, og Eva Degerman, global Human Resource direktør, arbejder for FlexLink. De er begge enige med Löwlund.
Klas Ålander, Corporate Communications Manager, and Eva Degerman, Global Human Resources Director, work for FlexLink.
Deres virksomhed er involveret i produktionslogistik og 2007 var et udfordrende år for dem.
Their company is involved in production logistics and 2007 was a tricky year for them.
En beslutning om at ændre leverandør havde i begyndelsen af året haft en uheldig konsekvens og som månederne gik, var der nogle afskedigelser.
A decision to change a supplier had backfired badly at the start of the year and as the months passed, there were some redundancies.
“Medarbejdere kæmpede hårdt for at klare efterspørgslen, det var problematisk og meget stresset.
“Co-workers fought hard to keep up with demand, it was problematic and stressful.
Jeg er overbevist om at det at have en kunstner her hjalp, da det drejede sig om at åbne nye perspektiver,” sagde Ålander.
I’m convinced having the artist here helped, since it was about opening up perspectives,” says Ålander.
Men du er nødt til at springe ud i det.
The media exposure can’t hurt?
Det kræver mod,” siger han.
And in his answer Lindström
Medieinteressen kan ikke skade?
The media exposure can’t hurt?
Og Lindstöm afslører i sit svar en anden vital ingrediens i et AIRIS projekts succes, ledelsens kvalitet: “Reklamen er mægtig, men det jeg virkelig synes om er at det giver gutterne noget at prale over ved grillen med venner, familie eller naboer.
And in his answer Lindström reveals another vital ingredient in the success of an AIRIS project, reveals another vital ingredient in the success of an AIRIS project, reveals another vital ingredient in the success of an AIRIS project, the quality of the management: “The publicity is great, but the quality of the management: “The publicity is great, but the quality of the management: “The publicity is great, but what I really like is that it gives the guys something to what I really like is that it gives the guys something to what I really like is that it gives the guys something to brag about over a barbeque with friends, family or brag about over a barbeque with friends, family or brag about over a barbeque with friends, family or neighbours.
De kan sige, ‘Vi var for øvrigt i avisen i sidste uge’.
They get to say, ‘Hey, we were in the neighbours.
Jeg nyder når de har noget at vise frem.»
They get to say, ‘Hey, we were in the neighbours.