Avslutande tanka

Avslutningsvis så måste det poängteras att medarbetarna behöver resurser om dem ska kunna delta i den här processen. Både för idégenererig där det tar tid att vara delaktig i diskussioner kring idéer och komma på egna idéer. Här skulle en möjlig lösning vara att fria upp tid för medarbetarna att delta. Det här har en av respondenterna också poängterat:

”Jag försöker skapa engagemangs inom min enhet, men man måste också se att dem har sin vardag där dem egentligen, teoretiskt sätt, 100 procent ska hjälpa en kund med saker. Det här med

Bjerking blir liksom en extra grej som dem eventuellt är intresserade och engagerade om.” Hur mycket tid som ska frias upp är också en fråga för företagen att ta ställning till. När det gäller den andra delen så kan det fungera som ett ”vanligt” utvecklingsprojekt. Där en tidsbudget sätts up för att tillåta medarbetarna att delta i utvecklngen och utvärderingen av idéer. Sedan så måste det finnas en dedikerad roll eller avdelning, beroende på storlek som tar hand om den här processen. Denna hantering bör göras av någon med expertis gällande projektledning, kommunikation och facilitering av diskussion och debatt.

Slutligen vill författaren säga att implementeringen av det här idéhanteringssystemet kommer förmodligen att ta tid, men precis som en av respondenterna sade så ”får man inte alltid vara för rädd för att prova heller”, vilket är en stor kompondent av deltagandedemokrati och i sin tur personalägande. Här tar författaren upp ett citat av Patterman (2012) som summerar det perfekt:

”Individuals learn to participate by participating”

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