the credibility gap – good and bad habits. “i would like a pair of human shaped trousers,...
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The Credibility Gap – Good and Bad Habits
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“I would like a pair of human shaped trousers, please”
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• 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
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The credibility gap applies in social care too…
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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?
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Finding an alternative is too difficult
• How much creativity is permitted in the front line?
• Are people we support blamed if they challenge?
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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?
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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
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Potluck?
• Retention – motivational spiral, respect and continual personal development
• Consistency of approach• Modelling behaviour 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
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Range of person centred approaches:
• Person centred planning• Person centred thinking• Person centred active support• Positive behaviour support• Total communication• Intensive interaction
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• 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
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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
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Person centred active support
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• 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?
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• 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
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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
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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
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Person centred thinking
• www.helensandersonassociates.co.uk
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• 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
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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?
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• 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
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….And checking to ensure that what’s supposed to be happening actually is
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• Spontaneous, person centred culture• Reinforced by good leadership• Reality checked at all stages• Allows learning when things go wrong