Das Büro als sozialer Ort: Zusammenarbeit in hybriden Arbeitswelten

Since the Covid 19 pandemic, many office workers have got the option of working hybrid, i.e. alternating between working at home and in the office. As a result, cooperation with colleagues is increasingly being shifted to the virtual world. This may change not only the content of cooperation, but also the social relationships between employees. On the basis of the BAuA working time survey 2019 and 2021, we investigate whether there is a relation between the proportion of working from home and the assessment of collegial cooperation. Here we distinguish between formal, content-related collaboration and informal, personal collaboration. The results show that office workers rate both formal and informal cooperation worse as the proportion of work from home increases. However, formal collaboration in particular is rated better in 2021 than in 2019;experiences during the Covid- 19 pandemic may have led to learning effects in virtual collaboration.Alternate :Viele Bürobeschäftigte haben seit der Covid-19-Pandemie die Möglichkeit, hybrid, also im Wechsel zu Hause und im Büro, zu arbeiten. Die Zusammenarbeit mit Kolleginnen und Kollegen wird dadurch vermehrt ins Virtuelle verlagert. Hierdurch kann sich nicht nur die inhaltliche Zusammenarbeit, sondern können sich auch soziale Beziehungen zwischen Beschäftigten verändern. Auf Basis der BAuA-Arbeitszeitbefragung 2019 und 2021 wird untersucht, ob es einen Zusammenhang zwischen dem Anteil des Arbeitens von zu Hause und der Bewertung der kollegialen Zusammenarbeit gibt. Hierbei unterscheiden wir zwischen formeller, inhaltlicher Zusammenarbeit und informeller, persönlicher Zusammenarbeit. Die Ergebnisse zeigen, dass Bürobeschäftigte mit zunehmendem Anteil der Arbeit von zu Hause sowohl die formelle als auch die informelle Zusammenarbeit schlechter bewerten. Dabei wird insbesondere die formelle Zusammenarbeit 2021 jedoch besser bewertet als noch 2019. Erfahrungen während der Covid-19-Pandemie haben hier möglicherweise zu Lerneffekten in der virtuellen Zusammenarbeit geführt.

[Joint interpretation work in qualitative health research in times of "physical distancing"]. / Gemeinsame Interpretationsarbeit in der qualitativen Gesundheitsforschung in Zeiten von "Physical Distancing".

In the context of the COVID-19 pandemic, researchers face particular challenges: as contact restrictions prevented face-to-face formats, both data collection and qualitative interpretation work (data analysis) had to be carried out in virtual space. In this article, we outline a digital option for strategically conducting joint interpretation work in qualitative health research in times of "physical distancing", which also provides inspiration for research practice in the post-pandemic future.

Kontaktlos Kennenlernen

Persönliche Beziehungen in interorganisationalen Projekten sind entscheidend für ihren Erfolg. In Anbetracht ihrer Bedeutung wurde die Entwicklung dieser Beziehungen ausführlich untersucht und verschiedene zugrundeliegende Mechanismen herausgearbeitet. Unklar ist aber bisher, inwiefern diese Mechanismen greifen, wenn die Zusammenarbeit virtuell erfolgt. Die wenigen vergleichenden Untersuchungen weisen bisher lediglich darauf hin, dass ein Mangel an Face-to-face-Kontakt Beziehungsbildung erschwert. Deshalb untersuchen wir die Folgen von Virtualisierung systematisch. Dazu haben wir die Formation von 176 persönlichen Beziehungen aus drei interorganisationalen Projekten in qualitativen Interviews rekonstruiert. Indem wir die Beziehungsformationsprozesse vor und nach der Covid-19-bedingten Kontaktbeschränkung miteinander vergleichen, zeigen wir detailliert, wie sich die Mechanismen infolge der Virtualisierung verändern. Darüber hinaus identifizieren wir spezifische Beziehungsformations-Effekte der Pandemie. Personal relationships in inter-organizational projects are critical for their success. In view of their importance, the development of these relationships has been studied in detail and various underlying mechanisms have been identified. So far, however, it is unclear to what extent these mechanisms work when collaborations are realized virtually. The few existing comparative studies only indicate that a lack of face-to-face contact makes it difficult to build relationships. In this article we are systematically investigating the consequences of said virtualization. In qualitative interviews we reconstructed the formation of 176 personal relationships from three inter-organizational projects. By comparing the relationship formation processes before and after the Covid-19 related contact restrictions, we show in detail how the mechanisms change as a result of virtualization. We also identify specific relationship formation effects of the pandemic.

Inter- und intraprofessionelle Zusammenarbeit in Krisensituationen auf der Intensivstation am Beispiel von COVID-19.

Interprofessional and intraprofessional collaboration in crises situations in the intensive care unit regarding COVID-19 - a qualitative, retrospective analysis Abstract. Background: Interprofessional collaboration is elementary in the intensive care unit, a success factor in difficult patient situations and complex therapies. The COVID-19-pandemic challenged newly composed treatment teams, however, experience does not exist. Aim: We analyzed personal experiences and views on inter- and intraprofessional collaboration in intensive care units during the COVID-19-pandemic and identified influencing factors. Methods: We used a qualitative, retrospective study design, collected data from physicians, nurses in intensive care, anesthesia and surgery and physiotherapists during group discussions using the story / dialogue method. We analyzed the data according to Mayring's Qualitative content analysis. Results: We identified two main categories, each with three sub-categories: 1. Mastering a exceptional situation actively (Recognizing a common goal; Acting in solidarity; Getting to know each other in inter- / intraprofessional collaboration), 2. Having overcome the exceptional situation in retrospect (Maintaining personal contacts; Gaining new knowledge and perspectives; Taking what has been learned into the future). The participants rated the interprofessional and intraprofessional collaboration as good to very good. Conclusions: Factors promoting collaboration and positive experiences are to be incorporated into everyday work. The intraprofessional management team thereby defines common goals and values for the best possible patient care.

Zwischen Traum und Trauma - Aufbau und Betrieb einer Kohortenstation für Patient_innen mit COVID-19 in einem Akutspital - Eine Fallstudie.

Between dream and distress - Setting up and running a cohort ward for COVID-19 Patients at an acute hospital - A case study Abstract. Background: In the context of the pandemic, hospitals must be able to care for COVID-19 patients within a very short timeframe. OBJECTIVE: Description of the setting up of a cohort ward for patients with COVID-19 on a surgical ward including the development of the nursing team. METHODS: The intrinsic retrospective case study describes the situation, identifies special phenomena in a reflective manner and links them to existing knowledge. Data were anecdotal, routine data were collected in the context of nursing practice development. RESULTS: Setting up the cohort ward in a Swiss hospital consisted of structural and technical planning, infection control measures, the establishment of interprofessional structures, and internal communication. During the four-week operation, 71 patients were treated. The use of practice development methodology initiated a cultural change. The reflection describes a field of tension between "dream and distress": As a dream, the lived experience of optimal care, with well-functioning processes, sufficient material, sufficient personnel and a very good interprofessional cooperation was evaluated. Distress in the form of high infection rates as well as psychological and physical stress did not occur. After the cohort ward was closed, there was a risk working back in normal operations based on existing economical and organizational conditions, with the knowledge that a different cooperation and organization is possible. CONCLUSIONS: Positive experiences from the "crisis mode" should be used to further develop essential operations during normal times.