{"id":34356,"date":"2025-08-21T13:22:26","date_gmt":"2025-08-21T11:22:26","guid":{"rendered":"https:\/\/egn.com\/dk\/?p=34356"},"modified":"2025-09-10T12:28:59","modified_gmt":"2025-09-10T10:28:59","slug":"forandring-vaekker-foelelser-saadan-finder-du-det-faelles-sprog-og-sikrer-psykologisk-tryghed","status":"publish","type":"post","link":"https:\/\/egn.com\/dk\/forandring-vaekker-foelelser-saadan-finder-du-det-faelles-sprog-og-sikrer-psykologisk-tryghed\/","title":{"rendered":"Forandring v\u00e6kker f\u00f8lelser: S\u00e5dan finder du det f\u00e6lles sprog og sikrer psykologisk tryghed"},"content":{"rendered":"\n

Organisatoriske forandringer er blevet et grundvilk\u00e5r p\u00e5 mange arbejdspladser. Nye strukturer, ledelsesskift, flytninger og \u00e6ndringer i opgaverne er ikke undtagelsen \u2013 de er normen. Men selvom forandringer ofte er n\u00f8dvendige og kan f\u00f8re til udvikling, s\u00e5 udl\u00f8ser de ogs\u00e5 noget andet: f\u00f8lelser. Og netop f\u00f8lelserne skal vi tage langt mere alvorligt, hvis vi vil sikre trivsel og psykologisk tryghed, fort\u00e6ller arbejdslivskonsulent Eva Jakobsen.<\/p>\n\n\n\n

“Forandringer er sv\u00e6re, fordi forandringer handler om f\u00f8lelser. Vores f\u00f8lelser kommer ofte f\u00f8r fornuften, og n\u00e5r vi m\u00f8der forandringer, vi ikke har indflydelse p\u00e5, s\u00e5 bliver vores f\u00f8lelsessystem vakt. Det er som om, hjernen s\u00e6tter alarmberedskabet i gang,” forklarer hun.<\/p>\n\n\n\n

Utryghed, uro og uforst\u00e5elighed<\/strong><\/h3>\n\n\n\n

N\u00e5r Eva Jakobsen arbejder med ledere, medarbejdere og tillidsvalgte, er det ofte for at hj\u00e6lpe dem med at forst\u00e5, hvorfor forandringer opleves som s\u00e5 voldsomme \u2013 ogs\u00e5 selv n\u00e5r de objektivt set er sm\u00e5.<\/p>\n\n\n\n

Hun henviser til hjerneforskningen bag blandt andet David Rocks SCARF-model, som viser, at f\u00f8lelsen af at miste kontrol, status eller tilh\u00f8rsforhold v\u00e6kker dybt ubehag. Faktisk kan reaktionen v\u00e6re lige s\u00e5 voldsom som fysisk smerte.<\/p>\n\n\n\n

“Det er nogle meget st\u00e6rke f\u00f8lelser, vi aktiverer i forandringer. Vi taler om dom\u00e6ner som retf\u00e6rdighed, status og tilh\u00f8rsforhold. Og vi bruger enorme m\u00e6ngder hjernekapacitet p\u00e5 at h\u00e5ndtere det,” siger hun.<\/p>\n\n\n\n

Derfor er det afg\u00f8rende, at ledere ikke bare t\u00e6nker i proces og struktur \u2013 men ogs\u00e5 i mennesker. If\u00f8lge Eva Jakobsen er der is\u00e6r tre faktorer, der har stor betydning for, hvordan en organisation kommer gennem forandring: planl\u00e6gning, inddragelse og kommunikation.<\/p>\n\n\n\n

“Hvis jeg skulle n\u00e6vne tre ting, som er vigtigst under forandringsprocesser, s\u00e5 er det kommunikation, kommunikation og kommunikation.”<\/p>\n\n\n\n

Kommunikation \u2013 ogs\u00e5 n\u00e5r der ikke er noget nyt<\/strong><\/h3>\n\n\n\n

Men hvad er god kommunikation i forandringer? Eva Jakobsen understreger, at det handler om meget mere end at sende mails ud fra ledelsen.<\/p>\n\n\n\n

“Man skal kommunikere \u2013 ogs\u00e5 n\u00e5r der ikke er noget nyt. ‘Intet nyt’ er ikke godt nyt under forandringer. Usikkerhed vokser, hvis folk ikke ved, hvad der sker,” siger hun og tilf\u00f8jer:
“Jeg ville \u00f8nske, at alle satte ressourcer af til det. Ofte har man penge til nye lokaler og kontorer, men man glemmer at budgettere med tid og kr\u00e6fter til at kommunikere og inddrage medarbejdere og ledere.”<\/p>\n\n\n\n

Derudover er det helt afg\u00f8rende at inddrage n\u00f8glepersoner tidligt i processen. Det g\u00e6lder b\u00e5de tillidsvalgte og uformelle stemmer i organisationen \u2013 dem, kollegerne betror sig til.<\/p>\n\n\n\n

“Der er altid nogen, der lytter mere til vandr\u00f8rene end ledelsen g\u00f8r. Og det er ikke alle, der t\u00f8r sige til chefen, at de er bange for at miste jobbet. Derfor er det vigtigt at skabe et f\u00e6lles sprog, s\u00e5 man kan tale \u00e5bent om, hvad det g\u00f8r ved os, n\u00e5r forandringer rammer.”<\/p>\n\n\n\n

Det f\u00e6lles sprog \u2013 og retten til at reagere forskelligt<\/strong><\/h3>\n\n\n\n

Et af Eva Jakobsens vigtige redskaber er den s\u00e5kaldte “K\u00fcbler-Ross-kurve”, som oprindeligt blev brugt til sorgbearbejdning, men som hun har brugt i mange \u00e5r til at forklare, hvorfor folk reagerer s\u00e5 forskelligt i forandringsprocesser.<\/p>\n\n\n\n

“Nogle bliver vrede, andre bliver bange eller lammede. Nogle g\u00e5r hurtigt videre til accept og begejstring, mens andre bliver h\u00e6ngende i sorgen. Og det skaber gnidninger, fordi vi ikke forst\u00e5r hinanden. Derfor skal vi give plads og have et f\u00e6lles sprog for det, vi g\u00e5r igennem.”<\/p>\n\n\n\n

Ogs\u00e5 ledere har brug for tryghed og forst\u00e5else. De st\u00e5r midt i stormen \u2013 b\u00e5de som budbringere og ber\u00f8rte.<\/p>\n\n\n\n

“Vi skal passe p\u00e5 lederne. Hvis de ikke t\u00f8r stille kritiske sp\u00f8rgsm\u00e5l opadtil, s\u00e5 risikerer de at st\u00e5 alene med medarbejdernes f\u00f8lelser og krav \u2013 uden selv at v\u00e6re klar over meningen med forandringen,” siger Eva Jakobsen.<\/p>\n\n\n\n

Hendes r\u00e5d til ledere er at blive mere “pause-st\u00e6rke” og “handlings-fattige”.<\/p>\n\n\n\n

“De m\u00e5 gerne sige: ‘Det ved jeg ikke \u2013 men jeg lover at inddrage jer i det, vi kan f\u00e5 indflydelse p\u00e5.’ Det kr\u00e6ver mod at st\u00e5 i uvisheden og ikke fikse det hele med det samme.”<\/p>\n\n\n\n

Forandringer forstyrrer \u2013 men de kan ogs\u00e5 forny<\/strong><\/h3>\n\n\n\n

Til sidst minder Eva Jakobsen om, at forandringer \u2013 uanset om de er store eller sm\u00e5 \u2013 altid forstyrrer vaner, relationer og rytmer. Og det er netop derfor, de v\u00e6kker f\u00f8lelser. Selv mikroforandringer som “free seating” eller k\u00f8dfri dage i kantinen kan v\u00e6kke voldsomme reaktioner, n\u00e5r folk allerede er m\u00e6ttede af omstillinger.<\/p>\n\n\n\n

“Men det gode ved mikroforandringer er, at de er s\u00e5 t\u00e6t p\u00e5, at man faktisk kan g\u00f8re noget ved dem. Man kan blive sin egen forandringsagent. Og man kan som organisation skabe et f\u00e6lles projekt, hvor alle tager medansvar \u2013 ogs\u00e5 for det sv\u00e6re.”<\/p>\n\n\n\n

Og det er m\u00e5ske netop her, det f\u00e6lles sprog og den psykologiske tryghed g\u00f8r forskellen. Ikke ved at fjerne f\u00f8lelserne \u2013 men ved at forst\u00e5 dem, rumme dem og h\u00e5ndtere dem professionelt, n\u00e5r de opst\u00e5r.<\/p>\n","protected":false},"excerpt":{"rendered":"

Organisatoriske forandringer er blevet et grundvilk\u00e5r p\u00e5 mange arbejdspladser. Nye strukturer, ledelsesskift, flytninger og \u00e6ndringer i opgaverne er ikke undtagelsen \u2013 de er normen. Men selvom forandringer ofte er n\u00f8dvendige og kan f\u00f8re til udvikling, s\u00e5 udl\u00f8ser de ogs\u00e5 noget andet: f\u00f8lelser. Og netop f\u00f8lelserne skal vi tage langt mere alvorligt, hvis vi vil sikreForts\u00e6t med at l\u00e6se “Forandring v\u00e6kker f\u00f8lelser: S\u00e5dan finder du det f\u00e6lles sprog og sikrer psykologisk tryghed”<\/span><\/a><\/p>\n","protected":false},"author":41,"featured_media":34360,"comment_status":"closed","ping_status":"closed","sticky":true,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[277,281],"tags":[313,407],"class_list":["post-34356","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-hr","category-ledelse-i-praksis","tag-forandringsledelse","tag-trivsel"],"acf":[],"yoast_head":"Forandring v\u00e6kker f\u00f8lelser: S\u00e5dan finder du det f\u00e6lles sprog og sikrer psykologisk tryghed - EGN Danmark<\/title>\n<meta name=\"description\" content=\"Forandring v\u00e6kker f\u00f8lelser. Ogs\u00e5 p\u00e5 arbejdet. 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