In June, the Faculty Board decided that the Sociology of Law Department would become part of a new or existing department before the end of 2029. In a message to staff, then Head of Department Anna Lundberg described the new situation as a natural opportunity for a change of leadership.
Anna Sonander took up the position of Head of Department on 1 September. She brings extensive experience from within the department, including nine years as Director of Studies, as well as leadership experience gained during several years as Deputy Principal at Furuboda Folk High School. She steps into the role in the midst of one of the most significant periods of change in the department's history, with the ambition of creating the best possible conditions for staff and for the discipline of sociology of law.
You have spent much of your academic career at the Department of Sociology of Law. What is your academic and professional background?
I began studying Political Science in Gothenburg, but transferred to Lund University after a year. I took a wide range of courses and continued exploring until I found my place in sociology of law. Since then, I have remained committed to the field, apart from the years I spent at Furuboda folkhögskola.
What did you take away from your time at Furuboda folkhögskola?
Furuboda was a fantastic place to learn about the importance of a good working environment and the significance of human interaction. Even something as simple as the way I greet you matters. Teaching at a folk high school is built on relationships: the relationship between teachers and participants, and between participants themselves. There is also a strong emphasis on a holistic perspective, where education, work and leisure are all seen as interconnected. If one area is not functioning well, the others are affected too.
I think we have a positive working environment here, but perhaps we don't talk about it as much, and there are always areas we can improve or maintain.
What made you accept the nomination to be Head of Department?
First, I strongly believe in collegiate leadership. I do not primarily see myself as a manager, but I find leadership both fascinating and important. For me, a good working environment is essential for people to do their best work, and I want to contribute to an environment where we thrive, develop, and genuinely enjoy coming to work.
Second, the reorganisation presents both opportunities and challenges. I want to take responsibility during this process and help ensure we reach a decision that benefits as many staff members as possible.
Third, the discipline of sociology of law is very close to my heart. I have been here for a long time and feel responsible for protecting and developing both the subject and the department.
Have your years as Director of Studies been useful preparation?
I may have an advantage in that I know the educational programmes well. I also understand how the faculty operates and am familiar with many of the systems in use. I believe that knowledge will be valuable.
As for the role of Head of Department, much is new. I have not previously chaired the departmental board or carried out many of the other responsibilities that come with the position. However, I think it helps that I am already embedded in the organisation. In addition, several of my former colleagues from the Director of Studies network are now Heads of Department, so I begin with an established network. We also have several former Heads of Department still in the department, which means I can draw on a wealth of experience.
What will be the greatest challenge during your term?
The merger is a major challenge in many respects. Now that refusing it is no longer an option, we need to make the best of the situation. I have to set some of my own priorities aside and focus on navigating this process as successfully as possible. The ambition is for as many people as possible to be as satisfied as possible with the outcome. For me, the merger must be about more than organisational structures; it must also preserve and further develop the qualities that make the department strong, for both staff and students.
At the same time, we still do not know where we will end up. Naturally, that creates uncertainty and concern among my colleagues. That is why I want to do my best to create a sense of calm and allow people to focus on their work throughout the process.
We are already a well-functioning department. We secure research funding, publish extensively, and have a strong academic environment. I want to maintain those strengths.
What other challenges do you foresee?
The working environment remains an important issue. Because teaching hours have been reduced, staff effectively need to take on more teaching-related work to fulfil their workload requirements. As a lecturer, it can be difficult to stop working when your allocated hours are exhausted if students continue to need support. We need to remain attentive to that and find a sustainable balance. This is not a new challenge, nor is it unique to our department, but it is something we must keep addressing.
What are you most looking forward to in your new role?
What I am perhaps looking forward to most is working closely with all members of staff. The conversations and meetings I have already had have been both inspiring and enjoyable. Taking on a new role also allows you to get to know people in new ways. Together, I hope we can continue to safeguard and develop the discipline of sociology of law and the strong academic community we have built.
Could you see yourself continuing as Head of Department after a future merger?
If we merge with another department, there will already be a Head of Department in place. However, I could certainly see myself taking on some form of responsibility for the sociology of law discipline during a transitional period. That said, I am not particularly keen on being Head of Department for an organisation of 120 people. I like knowing the people I work with. If we become part of a much larger organisation, I don't think that would be the right fit for me.