This is the protocol for a Campbell systematic review. Our primary objective for this systematic review is to examine if preschool and school‐based interventions aimed at improving language, literacy, and/or mathematical skills increase children's and adolescents' executive functions. As a secondary objective, we will examine how the effects of language, literacy, and mathematics interventions on executive functions are moderated by the subject of the intervention, child age or grade, the type of EF measured, and the at‐risk status of participants. We will also explore how the effects are moderated by other study characteristics, and estimate the effects of the included interventions on language, literacy, and mathematical skills.

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Denne artikel analyserer og diskuterer en case, hvor afbureaukratisering lykkes – et frikommuneforsøg på det specialiserede børnesociale område, hvor tre danske kommuner fra 2017-2020 har erstattet procesregler i serviceloven med nyudviklede socialfaglige arbejdsgange. Analysen tager udgangspunkt i regelfritagelser, medarbejdermotivation samt ledelsesfokus og viser, på baggrund af kvantitative spørgeskemadata og kvalitative interviewdata, hvordan de tre forhold hver især er kommet til udtryk i denne ”afbureaukratiseringssucces”. Endvidere diskuterer vi forholdet mellem disse tre komponenter og argumenterer for, at regelfritagelserne er en væsentlig katalysator for en forandringsproces, hvor kommunerne via motiverede medarbejdere og et solidt ledelsesfokus nytænker deres arbejdsgange, men at regelfritagelserne ikke i sig selv skaber forandrede arbejdsgange. De største afbureaukratiserende forandringer sker via lokale forandringsprocesser initieret af de lovmæssige undtagelser, og især ledelsesfokus ser ud til at spille en afgørende rolle.

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This article analyzes and discusses a case of successful debureaucratization; the free-commune experiments regarding child welfare services from 2017-2020 where three Danish municipalities were allowed to replace key provisions in the social laws stipulating how to perform social work and administer social cases, with newly developed forms of social work. The analysis starts from the trifecta of rule exemptions, employee motivation and managerial focus, and shows – based on repeated survey data and qualitative interviews – how each of the three has materialized in this “debureaucratization success”. Furthermore, we discuss the relation between the three components. We argue that rule exemptions are significant as a launch-pad for changing how social work is done locally, via unleashing managerial focus and employee motivation. Rule exemptions appear almost redundant, since the largest debureaucratizing changes happen via the initiated change processes, where managerial focus appears to play a decisive role.