一本道

The book focuses on how municipal leaders, politicians, and civil servants managed the pandemic. Through a survey study, leaders at various levels of local government, from municipal council chairs to managers in elderly care and childcare, shared their perspectives on how restrictions and decisions were communicated and implemented. The book not only provides insights into how the pandemic was managed but also offers lessons on how society can better prepare for future challenges.

At Link枚ping University, Elin Wihlborg, Professor in Political Science, led the Swedish part of the study together with Carl-Johan Sommar, Fredrik Garcia, and Johan Nordensv盲rd. Several students also contributed to the project.

The rise of digitalisation

The pandemic accelerated the digitalisation of communication and governance platforms. Elin Wihlborg and her colleagues have investigated how digitalisation has impacted meeting structures, decision-making, and information dissemination at the local level. A key insight is that digital competence became crucial for municipalities' crisis management. Managers were forced to quickly develop new digital solutions to coordinate actions, requiring flexibility and adaptation. At the same time, staff, users, and everyone else had to learn to use the technology to solve tasks together in new digital environments.

"The pandemic highlighted the need for increased digital competence, not only to manage the crisis but also to build a more resilient administration for future challenges," says Elin Wihlborg.

They are continuing their research on how digital transformation is reshaping society in RIDE 鈥� a research environment focusing on resilient institutions in a digital era.

A model for the future

An important lesson from the pandemic is how different governance models functioned. In Sweden, a model often described as "soft governance" was adopted, where trust in citizens and encouragement of voluntary measures took precedence over strict restrictions. This model has faced global criticism, but Elin Wihlborg argues that it proved successful in the long term.

"Working with soft governance mechanisms created systems that allowed us to adapt in various ways, which in turn enabled us to build resilience together for future challenges," says Elin Wihlborg. She also points out that societies that closed borders and imposed strict rules did not foster trust, nor did they build more sustainable crisis preparedness.

"The model of soft governance is based on trust and the belief that people are capable of making their own decisions. Despite a high mortality rate early on, it turned out that Sweden adapted better than countries with stricter governance and tougher rules."

In conclusion, Elin Wihlborg asserts that the pandemic has shown us that we need to rethink how we build societies and manage crises. For future crises, we need institutions that are open and adaptable, where a shared value system fosters cooperation and builds trust.