Torsby Municipality went from having nearly the highest sick leave rate in the country to having Sweden’s healthiest workforce—three years in a row. Behind this success lies a long-term effort focused on the work environment, leadership, and, not least, the Four Rooms of Change.
The Four Rooms of Change, popularly known as the Four Rooms, is the concept that helped Torsby Municipality navigate change, increase engagement, and save millions in taxpayer money. Here is the story of how they did it.
An incredible journey: From the bottom to the top
In April 2017, the newspapers reported something that was almost hard to believe: Torsby Municipality had Sweden’s healthiest workforce for the third year in a row, with a sick leave rate of only 4.4%. Ten years earlier, the municipality was near the bottom of the list. How did this transformation come about?
Behind this success lies a determined and long-term effort focused on the work environment, leadership, and change management—where The Four Rooms of Change played a central role. The model has helped Torsby understand and support employees through change processes, reduce resistance, and create a culture characterized by engagement and health.
We invest a great deal of time and resources in addressing these issues. Politicians are aware that municipal operations can involve a heavy workload. We strive to provide the space and create the conditions to develop the municipality as a positive and attractive employer, where employee well-being is a key factor.
Ann-Katrin Järåsen (S), Chair of the Municipal Executive Board, Torsby Municipality
The Four Rooms Model is the Key to Change
Torsby Municipality’s HR strategist Tina Bengtsson and Inger Bergkvist, a certified user of the Four Rooms Model from Hälsolänken AB, spoke about their systematic work at the User Conference 2016. By then, the municipality had already achieved the lowest sick leave rate in the country for the second year in a row.
The concept The Four Rooms of Change—which describes the four phases people go through during change—became a tool for:
- Creating awareness of the need for change.
- Involving and engaging employees in the process.
- Managing resistance and change fatigue in a constructive way.
- Measure and track the effects for long-term results.
By adapting leadership and communication to where employees were in the process, Torsby was able to increase understanding, reduce uncertainty, and create a shared direction.
I am happy and proud of our employees’ and managers’ work on workplace environment issues. It is inspiring to see that our dedicated efforts are yielding results.
Tina Bengtsson, HR Strategist, Torsby Municipality
Results that speak for themselves
- Sick leave: From nearly the highest in the country to 4.4% in 2016 (lowest in the country, tied for first place with Emmaboda Municipality).
- Sustainability: The result has been maintained for three consecutive years (2014: 3.9%, 2015: 4.3%, 2016: 4.4%).
- Savings: Reduced sick leave has led to significant savings for the municipality’s residents.
- Attention: The success has garnered national attention (e.g., in Chefstidningen and suntarbetsliv.se) and also in Norway (HMS-magasinet).
Photo
Jacqueline Munguía, Unsplash
The Four Rooms of Change® is a registered trademark in Sweden and many other parts of the world. This means that only certified users can use the various trademarks, as well as the texts, concepts, analytical tools, and models developed within the framework of the theory. Learn more about the rights to use the Four Rooms of Change.