{"id":42504,"date":"2026-04-20T09:38:16","date_gmt":"2026-04-20T09:38:16","guid":{"rendered":"http:\/\/belastningspsykologi.dk\/?p=42504"},"modified":"2026-04-22T19:45:22","modified_gmt":"2026-04-22T19:45:22","slug":"nar-det-ikke-kan-lade-sig-gore-hvad-gor-vi-sa","status":"publish","type":"post","link":"https:\/\/belastningspsykologi.dk\/en\/nar-det-ikke-kan-lade-sig-gore-hvad-gor-vi-sa\/","title":{"rendered":"April Newsletter: When It Cannot Be Done \u2014 What Do We Do Then?"},"content":{"rendered":"
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Something has shifted in our expectations<\/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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Dear reader,\n


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Things are changing in the welfare sector. We feel it in many areas of our work \u2013 in dialogues with employees and leaders across workplaces. We hear about increasing pressure, harder prioritizations, and a sense that it is no longer possible to deliver the quality one professionally wants to stand behind.<\/p>


A phrase we encounter often is: You know what the right thing to do is \u2013 but you don\u2019t have the possibility to do it. This is where moral stress arises. And it does not only affect employees \u2013 we increasingly see it among leaders as well.\n
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In our work, it is clear that we are in a crisis of expectations. A misalignment between what is expected \u2013 and what is actually possible. When this is not addressed collectively, it seeps into everyday practice, where each individual has to make it work. This is a development we are concerned about.<\/p>


At the same time, a deeper layer emerges. It is not just about organization and resources, but also about having to operate under limitations and losses \u2013 and in situations where not everything can be achieved. What does this do to us? And what does it demand of us?\n
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In this newsletter, we look at the crisis of expectations from multiple angles. Susanne Ekman \u2013 anthropologist, associate professor, and author of Giftig g\u00e6ld og udpint velf\u00e6rd \u2013 points to the system dynamics that create pressures of expectations that cannot be met. She will soon release a new book on the crisis of expectations in the welfare state.\n
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Malene Friis Andersen \u2013 PhD and organizational psychologist \u2013 describes what it means in practice when employees and leaders face the task of making the impossible work.\n
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You can also read an interview with Rikke Brok\u00f8b \u00d8lholm Petersen, Unit Manager at the Danish Prison Service, who shares her experiences as a leader in a workday shaped by the crisis of expectations \u2013 partly based on a presentation on the topic by Rikke H\u00f8gsted at the Danish Nurses\u2019 Association leadership conference.\n
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And in the article \u201cWhen the Impossible Becomes Part of the Task \u2013 and a Shared Responsibility\u201d, we explore a deeper question: What does it do to our work \u2013 and to us \u2013 when things that cannot be done still have to be handled every day?\n
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In this month\u2019s prevention tool, we focus on prioritization as an unavoidable reality, and on how losses and gains are inextricably linked. We introduce an exercise that creates a shared language for the positions one can find oneself in when something is lost in the work.<\/p>


Best regards,<\/strong><\/p>

From all of us at the Institute for Strain Psychology<\/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

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WHEN THE IMPOSSIBLE BECOMES PART OF THE TASK \u2013 AND A SHARED RESPONSIBILITY<\/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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What happens when things that cannot be done still have to be handled every day by employees and leaders? Read this article where Rikke H\u00f8gsted, founder of the Institute for Strain Psychology, explains the crisis of expectations we are in. What does it do to our work \u2013 and to us \u2013 and how can we manage it?\n
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>> Read the article here<\/strong><\/a><\/span><\/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

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SUSANNE EKMAN: \u201cWE HAVE BUILT UP A TOXIC DEBT IN WELFARE\u201d<\/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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How did we end up in a situation where expectations for welfare grow faster than the system can keep up? Read here, where anthropologist and associate professor Susanne Ekman explains the \u201ctoxic debt\u201d that arises when we keep promising more than can realistically be delivered.

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>> Read the article here<\/strong><\/a><\/span><\/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

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MALENE FRIIS ANDERSEN: \u201cWHEN THE SYSTEM DOESN\u2019T HOLD TOGETHER, EMPLOYEES START TO COMPENSATE\u201d<\/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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What happens to employees and leaders when they repeatedly have to make the impossible work in practice? Read here, where organizational psychologist Malene Friis Andersen explains shadow work, moral stress, and the consequences that arise when structural problems end up with the individual.

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>> Read the article here<\/strong><\/a><\/span><\/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

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RIKKE BROK\u00d8B \u00d8LHOLM PETERSEN: \u201cWE MUST NOT IGNORE THE PRESSURE FACED BY EMPLOYEES AND LEADERS\u201d<\/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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What does the crisis of expectations look like when you are in the middle of it as an employee or leader? Read here, where Rikke Brok\u00f8b \u00d8lholm Petersen, Unit Manager at the Danish Prison Service, describes the feelings of powerlessness that can arise and the need to speak openly about pressures that should not fall solely on the individual.

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>> Read the article here<\/strong><\/a><\/span><\/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

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MONTH\u2019S PREVENTION TOOL: PRIORITIZATION AND CHANGE INVOLVE 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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How do you create a shared language for what is lost when frameworks and possibilities change? Here is an exercise that focuses on the different positions we occupy when something is no longer possible \u2013 and how differences in perspective can affect collaboration, workload, and the experience of meaning.<\/p>

\u00a0<\/p>

Access the exercise here<\/strong><\/a><\/span><\/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

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Book a free course demo<\/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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A demo gives you the opportunity to explore the various digital group courses that are part of the PREVENTION HOUSE. <\/strong>.

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>> Read more here<\/strong><\/a><\/span><\/p>

\u00a0<\/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

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Did you miss our latest newsletters?<\/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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>> Read the March 2026 newsletter<\/strong><\/a><\/span><\/p>\n


>> Read the February 2026 newsletter<\/strong><\/a>

>> Read the January 2026 newsletter<\/strong><\/a>
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Perhaps your leader, colleague, or friend could also benefit from the newsletter?<\/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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So share this newsletter with them and let them know they can easily subscribe by clicking here<\/strong><\/a><\/span>.<\/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

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FAQ: THE EXPECTATIONS CRISIS<\/span><\/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 expectations crisis refers to the growing gap between what is expected of welfare services and what is actually possible to deliver in practice. Employees and managers often know what the right thing to do is, but lack the time, resources or room for action to do it. When this gap becomes too wide, it can take root in working life.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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The expectations crisis becomes particularly serious when the gap between demands and possibilities is made the responsibility of the individual. This can easily lead to powerlessness, guilt and a constant pressure to compensate for something beyond one\u2019s own control. It wears people down \u2014 professionally, personally and organisationally.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/path><\/svg><\/span>\n\t\t\t\t\t\t\t\t<\/path><\/svg><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tHOW IS THE EXPECTATIONS CRISIS LINKED TO MORAL STRESS?<\/a>\n\t\t\t\t\t<\/div>\n\n\t\t\t\t\t

Moral stress occurs when you know what ought to be done, but do not have the opportunity to do it. The expectations crisis creates precisely these kinds of situations, because demands continue even when the conditions do not make it possible to deliver the desired quality. This is why the two are closely connected.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

\n\t\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/path><\/svg><\/span>\n\t\t\t\t\t\t\t\t<\/path><\/svg><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tARE EMPLOYEES THE ONLY ONES AFFECTED BY THE EXPECTATIONS CRISIS?<\/a>\n\t\t\t\t\t<\/div>\n\n\t\t\t\t\t

No, leaders are affected too. Many leaders find themselves caught between political, organisational and human expectations, and are expected to make things work that, in practice, do not add up. This is why the expectations crisis is not just an employee issue, but a shared challenge that must be addressed together.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

\n\t\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/path><\/svg><\/span>\n\t\t\t\t\t\t\t\t<\/path><\/svg><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tWHAT CAN BE DONE ABOUT THE EXPECTATIONS CRISIS?<\/a>\n\t\t\t\t\t<\/div>\n\n\t\t\t\t\t

It cannot be solved by the individual alone. The first step is to put it into words and create a shared language for the priorities, losses and dilemmas that the work entails. This makes it easier to take shared responsibility for what can actually be solved \u2014 and for what cannot.<\/span><\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\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":"

Noget er skredet i vores forventninger K\u00e6re l\u00e6ser Noget er i bev\u00e6gelse i velf\u00e6rden. Det m\u00e6rker vi mange steder i vores arbejde \u2013 i dialoger…<\/p>","protected":false},"author":5,"featured_media":42558,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"elementor_header_footer","format":"standard","meta":{"footnotes":""},"categories":[102],"tags":[],"post_folder":[],"class_list":["post-42504","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-nyhedsbrev"],"yoast_head":"\nNyhedsbrev april: N\u00e5r det ikke kan lade sig g\u00f8re \u2013 hvad g\u00f8r vi s\u00e5? - 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\/nar-det-ikke-kan-lade-sig-gore-hvad-gor-vi-sa\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Nyhedsbrev april: N\u00e5r det ikke kan lade sig g\u00f8re \u2013 hvad g\u00f8r vi s\u00e5? - Institut for Belastningspsykologi\" \/>\n<meta property=\"og:description\" content=\"Noget er skredet i vores forventninger K\u00e6re l\u00e6ser Noget er i bev\u00e6gelse i velf\u00e6rden. 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