Förord:

Det här arbetet började egentligen inte med ett projekt inom ett samverkansprogram initierat av den svenska regeringen. Inte heller med en given forskningsfråga, även om vårt uppdrag vartydligt. När vi fördes samman i det här arbetet, blev vi en grupp som kom att prata i timmar om vadsom skapar lärande i samhället och hur människor kan ges både möjligheter och förutsättningarför att ta sig an det. Ganska snabbt var vi nog alla överens om att vi hade placerats att utforskaen av de mest intressanta och roliga frågorna av dem alla (läs mer i kapitel 3-4). Vi skulle utforska attityder, miljöer & incitament till livslångt lärande!

Men det började som sagt egentligen inte ens där. Det började med en känsla hos flera av osslångt innan dess, av att något skaver i hur vi pratar om lärande. Hur vi organiserar och designar det. Hur vi fördelar det. Hur vi mäter det. Vilken plats vi ger det. Vilka vi inkluderar i det. Och kanskeframför allt - hur vi alltför ofta missar målet. Följ med på ett gemensamt äventyr och utforskande- kring vad som driver vår lust att lära och upptäcka nya insikter!

In the face of continuous transformations in organisations, technological advancements directly impact the practice of professionals who need to (re)imagine and (re)shape their roles, workflows, and contexts. To navigate these uncertainties and collaboratively explore alternative futures, we present a collaborative method to stage hybrid design futures in organisational settings. We tested the method in a five-workshop journey in a Swedish public academy for competence development that trains healthcare practitioners such as doctors, midwives, nurses and dentists, among others. The findings and outcomes from workshops are presented in the light of a combined analytical framework of hybrid design futures. The collaborative method engaged participants to be active creators during workshops by creating physical models representing their future scenarios, writing speculative stories about their future roles, enacting ideas from their speculative fictions, and making low-fidelity prototypes of potential technological applications in their future workplace. The results suggest that the collaborative method helped participants develop their sense of agency to change and shape their futures within the organisation. The findings indicate that participants became more aware of technological roles, their capacity to own their futures, and the need to collaborate with other departments within the organisation. 

För att branschen ska klara framtida kompetensförsörjning behöver sjöfart vara ett attraktivt yrkesval för fler än idag. När vi säger att sjöfart är för alla behöver det också upplevas på det sättet och med det följer ett aktivt arbete för en inkluderande arbetsplatskultur. Denna rapport beskriver hur Redo2 har arbetat fram verktyg och metoder för att i praktiken stötta rederier, befäl och medarbetare i denna riktning.

Vi har valt att arbeta med de tre hörnstenarna trygghet, inkludering och motivation som bidrag till en bra social arbetsmiljö. Målet är att skapa en bransch där alla, oavsett kön eller bakgrund, känner sig trygga och inkluderade.

Att utveckla den sociala arbetsmiljön är en del av social hållbarhet och arbetsmiljöarbetet och bör därför ha förebyggande åtgärder på alla nivåer. Arbetsplatskultur måste vara en del av det ordinarie arbetsmiljöarbetet och bäras av både ledare och medarbetare. För att åstadkomma en hållbar förändring behöver vi arbeta med både strukturer och relationer ombord.

De huvudsakliga leveranserna består av verktyg och metoder för att främja en inkluderande arbetsplats. Ledarskapsutbildning för sjöbefäl på Chalmers bygger nu på principerna för psykologisk trygghet och en kurs för yrkesverksamma med samma tema har utvecklats. Trygga rum för samtal och Årshjulet är två omfattande workshopserier med förebyggande insatser att använda på arbetsplatsträffar ombord. I samma anda har vi undersökt möjligheter och utmaningar med spelifiering av metodmaterial i Challenge Archipelago. Dessutom har nu WISTA Sweden ett mentorprogram för kvinnliga sistaårselever på sjöbefäls- och logistikprogram och på Sjöfartsverket är ett nätverk för kvinnor inom operativ verksamhet igång. Projektet har också ägnat uppmärksamhet åt livspusslet för ombordanställda föräldrar, slagit hål på en del myter och lyfter fram rekommendationer för framtiden.

Rapporten beskriver sammanfattat projektets resultat. De fem annexen beskriver hur dessa resultat har arbetats fram tillsammans med samarbetspartners och rederier. Metodmaterialen finns med som bilagor till annex 2-4.

Futures Literacy is the capability to imagine and understand potential futures to prepare ourselves to act and innovate in the present. This pilot study aims to understand how artistic methodologies and speculative design can support the collaborative exploration of futures in the context of work and contribute to developing peoples' capability of futures literacy. Our premise is that technologies such as Artificial Intelligence and the Internet of things can augment people and support their needs at work. To illustrate this process, we have presented a collaborative method that integrates an artistic intervention with speculative design activities. We tested the method in a full-day workshop with seventeen (17) participants from a Swedish academy responsible for enabling learning and competence development at work in the healthcare sector. The results indicate that the artistic intervention, combined with the speculative design activities, can challenge current participants' perspectives and offer them new ways of seeing futures with technologies. These new ways of seeing reveal underlying premises crucial in developing the capability of futures literacy. © The Author(s)

At Kaiser Permanente, design thinking found its way into a relatively risk-averse, data- and evidence-driven healthcare nonprofit. Nevertheless, this is the story of a very pragmatic approach driven by a small enthusiastic team. The initiative's objective was to prove the value of a human-centered approah and build capability using storytelling and training. Accordingly, the projects and the people involved were critical and deliberate. Kaiser Permanente chose projects that featured diversity in locations and business units, a direct impact on customers and front-line staff, and a possibility to share results within and outside the organization. The small team in charge of design thinking considered the sscale-up of the initiative as a design challenge. It was open to adopting other methodologies, including behavior design and behavioral economics, Agile and Lean Six Sigma. The importance of using external communication to fuel an internal fire and gain legitimacy helped to grow the "movement" and the central role of leadership for design-thinking implementations helped to build it into a legitimate trail-blazing practice.

In this report, we have compiled our learnings and experiences of working with Policy Lab. Policy Labs have come about as an answer to the question "Can you work with policy and regulatory development in a better way than today?". Our answer to the question is a yes. Our hope with the report is that others will become interested and start their own Policy Lab. Abroad, there are many Policy Labs, but in Sweden there are only a few, which is why we believe there is room for more. There is not a given way to work with Policy Labs once and for all, but each Policy Lab is unique based on its context. Sweden's innovation agency Vinnova defines Policy Labs as follows: "Policy Labs can be explained as a group of actors with different competencies who want to develop a regulatory framework. In the Policy Lab, they use a set of user-centric methods and competencies to test, experiment, and learn in policy development."1 In our Policy Lab, we have worked in various research projects to: 1. analyse challenges/problems that arise between innovations, technology, market, and regulations, 2. develop one or more workable solutions and 3. interact with relevant actors to determine the next steps. What distinguishes our Policy Lab is that we never “own” the issue or solution. We must therefore always work with other actors who can take the results further. Our goal is to enable and skill people. This means that for us it is important to work concretely with real problems and needs owners and preferably test different solutions. We focus on the here and now perspective and not on what the future will look like in 10 years. It is about taking the next step forward towards the future, not creating the best rule, but instead creating the next rule. We also work consistently agile and use design as a method for problem solving. This means that the way we organize our work in the Policy Lab is circular and not linear. When it comes to using design as a method for problem solving, we use the concepts of "design thinking" and "double diamond". For us, it is also important that the members of the Policy Lab have different backgrounds and skills depending on what is needed in the individual project....

The Swedish policy lab for maritime autonomous surface ships, or smart ships, explored three use cases for developing policy in practice. The policies regard smart ships on national waters: one short-term written policy identifying the next shared step for two authorities to position remote navigational assistance as a new service, giving the maritime ecosystem one official position to relate to; one informal policy relying on a mutual trust, where information sharing between an operator of small, unmanned ships and the supervisory authority enables critical competence building; and one evolving policy on the process of certifying autonomous or remote operated functions using non-standardized technology. In conclusion, despite shipping being explicitly regulated internationally we found that there is substantial leeway for national policies regarding smart ships on national waters.

Swedish Shipping Policy Lab

Smart ships, or Maritime Autonomous Surface Ships as they are also known, have a great potential to advance shipping and sustainable development through optimisation of operations and maintenance. In situations that pose a risk to humans or where humans tend to lose their concentration, smart ships can also contribute to increased safety onboard and for the environment. In short, smart ships are suitable for operations that are dirty, dull and dangerous. The Swedish Shipping Policy Lab was an initiative to support on-going projects within smart shipping with policy-developing activities with the ambition to strengthen Swedish competitiveness. The project has actively strived for a systematic approach to how shipowners, technology developers and authorities among others can foster policy development and innovation in relation to smart ships. As an outcome the project has identified three policies related to the investigated cases (see Appendix G for more details): 1. Navigational assistance from land – A shared statement by the Swedish Maritime Administration and the Swedish Transport Agency on the role of navigational assistance from land and the need to further investigate the service before it can be regulated in more detail. 2. The Ljusterö Ferry – Certification of ferries is commonly done in relation to an established and consistent set of technical requirements. For smart ships such as the new road ferries procured for the Ljusterö-connection it is reasonable to complement traditional certification with a safety case to ensure that the ship is seaworthy. 3. Smart maritime drones – Ships less than five meters long that do not carry passengers are excluded from national rules regulating the supervision performed by the Swedish Transport Agency. As long as there is no explicit need to inspect a specific ship, the probability of a supervision is low. If an inspection were to incur, it is necessary to show how the smart ship and its operation complies to applicable regulation in terms of laws and collision avoidance. Despite the maritime sector having a long tradition of international governance there are still no international instruments explicitly for smart ships. A conclusion from the policy lab is that while such work is ongoing, there is room for the flag states and their authorities to develop and operate smart ships in accordance with national policies. Or, to paraphrase, smart ships seem suitable for operations that are dirty, dull, dangerous and domestic.