{"id":42488,"date":"2026-04-20T07:46:57","date_gmt":"2026-04-20T07:46:57","guid":{"rendered":"http:\/\/belastningspsykologi.dk\/?p=42488"},"modified":"2026-06-15T11:21:12","modified_gmt":"2026-06-15T11:21:12","slug":"maanedens-forebygger-prioritering-tab-og-gevinster","status":"publish","type":"post","link":"https:\/\/belastningspsykologi.dk\/en\/maanedens-forebygger-prioritering-tab-og-gevinster\/","title":{"rendered":"Prioritisation \u2013 Losses and Gains"},"content":{"rendered":"
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MONTH\u2019S PREVENTION TOOL: PRIORITIZATION AND CHANGE INVOLVE LOSS<\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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When we prioritise at work, it leads to change. Something becomes possible, while something else must move into the background. Priorities therefore always involve both gains and losses. And loss \u2014 also in working life \u2014 is connected to something we normally associate with major life events: grief.

Yes, it is a big word. We often associate it with the loss of people. But in a broader sense, grief describes the reaction that arises when something meaningful disappears or changes. At work, this may for example be:

<\/p>

  • loss of time for the core task<\/li>
  • loss of quality or professional standards<\/li>
  • loss of relationships and presence<\/li>
  • loss of influence or overview<\/li>
  • loss of meaning or the experience of making a difference<\/li>
  • loss of professional identity or occupational identity<\/li><\/ul>


    In an expectations crisis, these losses become particularly visible. Because when it is no longer possible to deliver what one professionally considers right, prioritisation is not only a question of choice \u2014 but also of relinquishment.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    THREE POSITIONS IN WORKING WITH LOSS<\/h3>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    The model the flow of grief<\/em> points to the fact that we often move between three positions when we are faced with loss:

    1. What have I lost? <\/strong>Here, the focus is on what is no longer possible.
    For example: \u201cWe can no longer achieve the same quality as before\u201d or \u201cwe have lost the time for the thorough conversations\u201d.<\/p>


    2. What do I still have? <\/strong>Here, the focus is on what still works.
    For example: \u201cYes, but then it is good that we can still\u2026\u201d or \u201cAt least we still have\u2026\u201d<\/p>


    3. What will I use it for? <\/strong>Here, the focus is on action and progress.
    For example: \u201cThis means that from now on, we will have to do it this way\u201d or: \u201cHow good it is that \u2026\u201d.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    Vis mindreMost people are initially focused on what has been lost. Later, attention may increasingly turn towards what is still there \u2014 and what it can be used for. The movement is not linear. We move back and forth between the positions \u2014 from situation to situation, from day to day and over time. But broadly speaking, many move from the first question, through the next, to the third.<\/p>

    \u00a0<\/p>

    This is a condition of the work. And this is often where misunderstandings arise. While some are focused on what has been lost, others are already trying to make what remains work. This is also where things can easily go wrong when we, as colleagues or leaders, want to offer support.<\/p>

    \u00a0<\/p>

    Out of a genuine wish to help, we begin to point to what is still there, or to what may be possible going forward:<\/p>


    \u201cYes, but the good thing is that\u2026\u201d
    \u201cAt least we still have\u2026\u201d
    \u201cThen we will just have to find a way to make it work\u2026\u201d<\/p>

    \u00a0<\/p>

    The intention is good. But if this happens while the other person is still focused on what has been lost, it may feel as though what matters most is being overlooked or minimised.<\/p>

    \u00a0<\/p>

    The consequence may be that the person experiencing the loss is not given the opportunity to stay with what is actually at stake \u2014 and therefore cannot move forward either. What should have been carried collectively instead becomes something the individual is left to carry alone.<\/p>

    \u00a0<\/p>

    It is not a question of right or wrong, but of timing.\nIn an everyday working life marked by prioritisation and pressure of expectations, this very shift can contribute to increased strain \u2014 and ultimately to moral stress.<\/p>

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    PERSPECTIVE<\/h3>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    It can also be understood as a shift in the change process. In change management, the image is often used of a train travelling through a dark tunnel.<\/p>

    \u00a0<\/p>

    Leadership is sitting at the front and enters the darkness first. Here, they have time to orient themselves, analyse the situation and find a direction. When they see light again and begin to formulate a plan, many employees are still further back in the train \u2014 and are precisely where it is darkest.<\/p>

    \u00a0<\/p>

    This means that people may not only be in different places in relation to the task, but also in relation to the change itself. Some are focused on what has been lost, while others are focused on what needs to work going forward.<\/p>

    \u00a0<\/p>

    Seen in light of the flow of grief, this is not a problem to be solved, but a condition to be understood. The movement from what has been lost, to what remains, and on to what we will use it for, cannot be forced \u2014 and rarely happens at the same pace.<\/p>

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    EXERCISE<\/h2>


    Step 1: Find a case (4 min)<\/strong><\/p>

    Take as your starting point a concrete situation from your everyday work where something has changed \u2014 and where something has therefore been lost.

    <\/p>

    Step 2: Draw a position (1 min)<\/strong><\/p>

    Everyone draws a number from 1\u20133.<\/p>


    Step 3: Speak from the position (10 min)<\/strong><\/p>

    Discuss the case in small groups \u2014 only from the position you have drawn. Try to stay in the position \u2014 even when it becomes tempting to shift.<\/p>


    Step 4: Case reflections (10 min)<\/strong><\/p>

    Share with each other:<\/p>

    • What did I notice from this position?<\/li>
    • What became important?<\/li>
    • What was difficult to see from here?<\/li><\/ul>


      Step 5: Helicopter reflections (10 min)<\/strong><\/p>

      Take a step back and talk together:<\/p>

      • Which position was easiest to be in \u2014 and which was most demanding?<\/li>
      • What did you feel like saying, but were not \u201callowed\u201d to say because you were in one position?<\/li>
      • When do you recognise yourselves in the three positions \u2014 and where do you typically get stuck?<\/li><\/ul>


        Bonus reflection:<\/strong><\/p>

        You can also discuss whether, as a group, you have developed certain patterns in terms of who typically takes up which positions \u2014 and what this means for the way you prioritise in everyday work.<\/p>

        Also consider whether you would like to try out small adjustments in your practice \u2014 and what a concrete first step might be.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

        Prevention tool of the month: Prioritisation and change involve sacrifice When we set priorities at work, it leads to change. Some things become possible, whilst others have to take a back seat\u2026.<\/p>","protected":false},"author":5,"featured_media":43930,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"elementor_header_footer","format":"standard","meta":{"footnotes":""},"categories":[209],"tags":[],"post_folder":[],"class_list":["post-42488","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-vaerktoejer"],"yoast_head":"\nPrioritering \u2013 tab og gevinster - Institut for Belastningspsykologi<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/belastningspsykologi.dk\/en\/maanedens-forebygger-prioritering-tab-og-gevinster\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Prioritering \u2013 tab og gevinster - Institut for Belastningspsykologi\" \/>\n<meta property=\"og:description\" content=\"M\u00e5nedens forebyggerv\u00e6rkt\u00f8j: Prioritering og forandringer indeb\u00e6rer tab N\u00e5r vi prioriterer i arbejdet, medf\u00f8rer det forandringer. 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