Logics of fluency in the transformation of the Finnish rail traffic control network

Abstract

Due to the international demands of competition and organizational changes, the tasks of rail traffic control in Southern Finland have been divided into those run by public agencies and those run by private companies (train operators). The working routines and collaboration have changed during this period of transition. To better understand the reasons for diversity in the actions and solutions of everyday work, this paper examines how fluency, a common objective of networks, is maintained or pursued in network collaboration. The analysis shows how the logics of fluency differ between operative and situational disturbance-handling design levels. We elaborate and discuss the developmental possibilities embedded in the analysis of logics.

A COLAB Model of Workplace Transformation in the Criminal Justice Context

“…This is managed by encouraging participants to reflect on what they have in common or shared aims in their activity. It is often the client that is this shared focus, but there may be other common needs or shared problems (Seppänen et al, 2015).…”

Combining Resources: A Participatory Intervention Promoting Organisational Learning, Social Innovation and Interorganisational Collaborations In Criminal Justice

“…The BCW has found favour in interventionist research led by Finnish Institute of Occupational Health in interventions designed to improve practitioners' wellbeing (Ala-Laurinaho et al, 2018;Seppänen & Koli, 2010;Toiviainen & Kira, 2017). It addresses work organisations' need for shorter small-step developmental efforts instead of long-term interventions such as the CL and has been especially developed in collaboration with service networks (Seppänen & Toiviainen, 2017) in different fields such as internal welfare services (Ruotsala, 2014), rail traffic control (Seppänen et al, 2015); social services for divorced families (Seppänen & Kloetzer, 2014) and supervised probationary freedom (Seppänen, 2012).…”

“…(p4 Edwards 2009); which is managed by encouraging participants to reflect on what they have in common, searching or constructing, in BCW and CL terms, for shared objects or aims of activity. It is often the client that is this shared focus, but it may also be other common needs or shared problems (Seppänen et al, 2015). Similarly, in the CL method the use of reflective tools, such as the CHAT model, is believed to help participants distance themselves from the emotion of the situation and to reflect on the situation intellectually (Virkkunen & Newham, 2013;Schulz et al, 2015).…”