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The Credibility Gap – Good and Bad Habits

The Credibility Gap – Good and Bad Habits. “I would like a pair of human shaped trousers, please”. Because they can get away with it Finding an alternative is difficult, or people do not know what the alternative is, or they lack confidence to seek it

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The Credibility Gap – Good and Bad Habits

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  1. The Credibility Gap – Good and Bad Habits

  2. “I would like a pair of human shaped trousers, please”

  3. Because they can get away with it • Finding an alternative is difficult, or people do not know what the alternative is, or they lack confidence to seek it • Because arguing back doesn’t change anything • Because the person helping puts the company’s needs first • Pot luck whether you get someone good on your case

  4. The credibility gap applies in social care too…

  5. Getting away with it • How are challenges received culturally? • Monitoring complaints and drawing out the learning from them? • Competency in relating to people with challenging behaviour?

  6. Finding an alternative is too difficult • How much creativity is permitted in the front line? • Are people we support blamed if they challenge?

  7. Arguing back: • What space is there for individual and collective voices? • How are expressed views made known to the most senior people in the organisation? • What external representation do people have?

  8. Company more important: • Behaviour matches mission and values? Or are all mission and values statements par for the course? • What matters equally, or more, is whether good staff can see their own values mirrored in the organisation they work for • Mansell et al 2006: managers mostly involved in paperwork

  9. Potluck? • Retention – motivational spiral, respect and continual personal development • Consistency of approach • Modellingbehaviour from leaders • Effective leadership in suggesting better ways to approach issues, attending to emotional demands of the work, offering constructive feedback and acting as a buffer and advocate against external pressures

  10. Range of person centred approaches: • Person centred planning • Person centred thinking • Person centred active support • Positive behaviour support • Total communication • Intensive interaction

  11. Good leadership underpins all person centred approaches • Good leadership applies person centred approaches to staff too, but also bears in mind who we are there to serve • Both positive and corrective feedback, coupled with good staff development practice

  12. How can we produce predictable, good quality support at a time of resource constraint? • Active support • Person centred thinking • Development of “house style” • Peer expectation • Effective quality assurance systems

  13. Person centred active support

  14. Engagement levels of people with learning disabilities are low in comparison to non disabled people • The more disabled people are, the less engaged they are, despite the cost of their support being higher • What are we going to do about this?

  15. Every moment has potential (and, of course, staff support is already paid for) • Little and often • Graded assistance to ensure success • Maximising choice and control • Particularly important and beneficial for people with severe and profound learning disabilities

  16. Habits • Seeking out the moment • Peer encouragement/coaching/ house style • Less reliance on the spoken word • Planning each shift to ensure engagement happens (positive rather than institutional structure) • Graded support

  17. Less of: • Making people wait • Getting drawn to people who are more able • Negative expectations (“she simply can’t do that”) • Leaving things to chance

  18. Person centred thinking • www.helensandersonassociates.co.uk

  19. Culture change • Based on encouraging and reinforcing judgments based on assessment and collective observation • Primary role on information on preferences, habits, inclinations • Applies to staff too

  20. Important to and important for • - What have we tried? • - What have we learnt? • - What are we pleased about? • - What are we unhappy about? • - What does all of this tell us about what we should do next?

  21. Looking for opportunities for engagement • Person centred analysis • Founded on effective planning (and helping change and develop planning) • Positive view of risk • Good leadership • Optimistic discontent • Habit

  22. ….And checking to ensure that what’s supposed to be happening actually is

  23. Spontaneous, person centred culture • Reinforced by good leadership • Reality checked at all stages • Allows learning when things go wrong Bob Tindall bob@bobtindall.com 07527234290

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