This paper is a reflective essay that examines the role of the municipal chief executive as a translator in the municipality and how practical knowledge is affected and developed in this role. The starting point is my own experience and it´s described by an autofictional narrative, a dilemma, linked to an event and a decision on a matter of fact that runs over several months. The reflection takes its starting point from this chain of events. The dilemma is interpreted and reflected on from the perspective of power relations and a climate of collaboration.

The study shows the complexity of operating in the gap between the democratic/political decision-making process, which will operate at the 'what to do' level and the executive activity operating at the 'how to do it' level. The gap never looks the same and changes constantly depending on political will, people working in the organization and current issues. The municipal chief executive 's practical knowledge at this gap proves to be a need for an ability to reflect on what is happening in difficult-to-assess situations and to turn the reflection into actions that may arise in cooperation relations.