Posts Tagged ‘leadership’

GuestBlog: Social Learning through Social Media

Wednesday, December 1st, 2010

Euan Semple

One of the delights and benefits of social networking for me has been the amazing people I have connected with. I first linked with Euan when reviewing the excellent http://www.iriss.org.uk/ website. Their recent report Social media in social services confirms my own thinking and research about the issues associated with unblocking access to social media in social services. Thanks Euan for contributing your thoughts and helping people understand the potential of social learning though social media - two hot topics for local government!

 So why bother with social media? Isn’t it just vanity publishing or time wasting teenagers? Maybe. It can be both of those. But it can also be one of the most powerful ways to understand what we do and why, learn as we go, and share what we learn with others. In fact social media is, in many ways, all about learning.

Learning what is interesting, learning what works and what doesn’t, and learning who knows what they are talking about – and who doesn’t! Take one the simplest and earliest forms of social media, blogging. Starting to blog about your job is a simple and inexpensive way to improve both your own and your organisation’s learning. Even if no one ever read your blog having the reason to think about what you do, and why, is immensely valuable. Sitting down at the end of the day to spend five minutes reflecting on what happened, and what you have learned from it, can make you much more aware of what is most important in your day’s work. Publishing that thought as a blog post then makes your insights available to others who might agree, disagree, or, in the comments on your blog post, develop and refine your insights.

This is learning at its best. Learning as you experience things through thoughtful observation and shared understanding. It is also social learning. Building a network of other blogging professionals gives you access not only to their accumulated experience but also to the possibility of building powerful business relationships. Many of those whose blogs you read may be in other organisations, or even in others remote parts of your own organisation, and your ability to connect and form relationships with these others may be severely limited in the “real” world. Reading each others experiences and insights on your blogs is a remarkably powerful way of connecting and establishing shared experience.

Once you have this online network of trusted fellow professionals really interesting patterns will begin to form in what you each find interesting enough to spend the time blogging about. These patterns themselves represent another level of learning, organisational learning. What do we as an organisation find important or challenging and what are we doing about it? Unlike static, stored, documentation, the networked, conversational style of blogs gives a more effective overview of what is currently most interesting to your organisation.

The best thing about social tools is that they are easy to get started with and can be very inexpensive. Each individual can have a go at blogging, or at the very least reading blogs, and with a little patience and confidence begin to open up this amazing opportunity for individual and collective learning.

About the author: Ten years ago, while working in a senior position at the BBC, Euan Semple was one of the first to introduce what have since become known as social media tools into a large, successful organisation. He has subsequently had four years of unparalleled experience working with organisations such as Nokia, The World Bank and NATO helping them learn how to make the most of this wired-up world of work. Euan is highly connected to some of the most influential movers and shakers of this new environment and his workshops have already been experienced by many diverse audiences worldwide. 

Contact Details: http://www.euansemple.com/

 Twitter: https://twitter.com/euan  Linkedin: http://uk.linkedin.com/in/euansemple

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50,000 social workers join the Advanced Social Work Practice Network on LinkedIn in 2010

Monday, February 1st, 2010

inspiredWhat a powerful and independent voice this would give social work in the UK. With 82,875 social workers and 16,174 students on the GSCC Social Care Register this could happen in 2010.

“Do not wait for leaders. do it alone, person to person.”  ~ Mother Teresa

Help to make it happen
It is free to join LinkedIn. Promote the group by encouraging your friends and colleagues to join the Advanced Social Work Practice Network on LinkedIn. Start discussions and contribute your thoughts and ideas, share your research and examples of good practice, post interesting events locally, nationally and internationally. Suggest sub groups for special interests.

LinkedIn is a professional networking tool whose purpose is to provide its members with a a way to search and connect with other people. Unlike the social networking sites such as Facebook, MySpace and Bebo, LinkedIn is primarily focused on professional communities of interest.

“The insurmountable difficulties of today are the solved problems of tomorrow.”  Cardinal Heenan

The Social Work Task Force called for a a new programme of action on public understanding of social work. The phenomenal growth of social media and LinkedIn over the last few months offers us unprecedented opportunities to engage with the public debate today. Over 15 million people worldwide log on to LinkedIn every day! If you are new to LinkedIn this brief guide provides a useful overview . LinkedIn for beginners I look forward to connecting with you on LinkedIn!  http://uk.linkedin.com/in/shirleyayres

If you work with children and young people in care you may wish to join this group on LinkedIn

Interesting Resources
Managing on the front-line
Social Work Focus 
Supporting and Promoting Advanced Social Work
Social Work Task Force

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Can Gerry Robinson fix Dementia Care Homes?

Wednesday, December 9th, 2009

gerry_robinson_presser_oct09-150x150A very timely BBC 2 documentary in which businessman Gerry Robinson explores what can be done to help improve services within care homes dedicated to looking after people with dementia.  I have always found Gerry Robinson’s  approach thoughtful and probing and I am delighted he is exploring an area of care which both requires and deserves more scrutiny. If you work in this area or are faced with making a decision about finding care for a person with dementia I recommend that you watch this programme which is available for the next seven days on BBC iplayer.

The Alzheimer’s Society states that ‘In less than two generations one in three of us will either have dementia ourselves or be related to, or caring for, a person with dementia.’ The significance of this statistic and the implications for society require a transformation of perceptions and strategies. One of the biggest challenges facing society today is the funding and care of older people, a growing number of whom will have dementia. 

“We are in the dark ages of dementia care”, “Keeping people alive rather than helping them to live”, “dementia farms” and “granny warehousing” some of the terms used in the programme to describe current provision. Shameful comments about how we treat some of the most vulnerable people in society but does it have to be like this? One of the major challenges with ¼ million people in dementia care homes is that they are mostly paid for out of public funds but run by private companies. 

Should we be shocked that anyone can buy a care home provided they have the money, do not have a criminal record and can demonstrate that they are suitable to be a “registered person” with the Care Quality Commission?  Yes the services are regulated but there are no minimum standards in terms of the specialist dementia knowledge and skills required. It would appear that homes are judged on their capacity to manage risk rather than the fundamentals of care which can leave residents spending hours just staring at the walls.

“Life could be so much better” is the conclusion from the first programme. It is not that complicated to make a difference: staff who feel valued and have additional training in understanding dementia, one to one contact and encouraging the involvement of family and friends and involving residents in the running of the home all create a more positive and rich experience. 

When my mother had dementia we were fortunate in finding an excellent home. I would have no hesitation in recommending Lakeside Nursing Home  SE19 2DR. The manager is passionate about ensuring that dignity and respect underpin the quality of care provided. The ethos of the home centres on the recognition of the individuality of the resident and the importance of actively involving friends and families.

When looking for a residential care home I always advise people to start by reading the latest report and quality ratings from the Care Quality Commission which provides a number of useful indicators. There is a big question about whether any of us would want to place a vulnerable person in a dementia home with a rating of poor or adequate and should local authorities even be suggesting this as an option?
  
The Social Care Institute for Excellence has an excellent online resource in the Dementia Gateway if you work with people with dementia in nursing, residential or domiciliary settings. There are lots of practical tips, tools and activities in the sections below that will help you with your daily work. Each section has been written by a national dementia expert so you can be sure the information and guidance is up to date and reflects what we know about best practices in dementia care. Another section lists Useful Dementia Resources where you can find out more about dementia, research studies, reports and policies, resources for people with dementia, carers and professionals

What training is provided for staff is an important question to ask when considering a dementia care home placement. Encouragingly there are a lot of training programmes available to address the skills and knowledge gaps identified by Gerry Robinson.

The Open Dementia e-Learning Programme is aimed at anyone who comes into contact with someone with dementia and provides a general introduction to the disease and the experience of living with dementia. This programme is designed to be accessible to a wide audience and to make learning as enjoyable as possible and so allows users to fully interact with the content and includes video, audio and graphics to make the content come alive. In particular the programme includes a considerable amount of new video footage shot by both the Alzheimer’s Society and SCIE where people with dementia and their carers share their views and feelings on camera.

Skills for Care have developed a Knowledge Set for Dementia Care. Knowledge sets provide key learning outcomes for specific areas of work within adult social care. They are designed to improve consistency in the underpinning knowledge learnt by the adult social care workforce in England. In addition to the knowledge set documents, staff can download a ‘progress log’. Both documents are freely downloadable at  Skills for Care. The progress log will be required for each individual worker/learner for each knowledge set. Individuals can keep copies of their progress logs showing their ‘signed off’ progress for their NVQ portfolios.

The Alzheimer’s Society provide factsheets which cover a wide range of dementia-related topics. The online sheets can be saved as a PDF or emailed to a friend.

The Open University has produced a free leaflet, Dementia Care: Sustaining The Person Within, to accompany the programmes. It lists the help and support available when making decisions affecting the care of people with dementia. Centred on the life story of one woman with dementia, the leaflet explores challenges and opportunities for good practice, from a diverse range of perspectives of people involved in dementia care. The aim of the booklet is to encourage people to ask: What is good quality dementia care? How can it be provided? What resources are needed? What organisational cultures are needed to achieve this type of care?

I have always believed that how we care for the most vulnerable members is the mark of a civilised society.  It is in all of our interests to ask questions and challenge poor and inadequate care services on both a personal and a professional level. I would like to see exemplars of best practice promoted and published by the Department of Health. This would establish a benchmark of what we should be aspiring to now and in the future. Public funding is an important consideration but is it the only critical factor in delivering quality care? Research which explores the link between costs and quality care would be a useful starting point.

What will it take to sort out our care homes? An interview with Gerry Robinson in the Daily Telegraph

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The Really Big Question – what makes an effective manager?

Thursday, June 26th, 2008

What is the greatest challenge confronting managers and leaders in the care sector? Possibly it is finding the time to attend management and leadership training at one of the numerous actual and “virtual” leadership academies established in recent years. 

Are the huge resources now being devoted to leadership and management training really making a difference to the quality of services being delivered? So many organisations are now involved in management and leadership training it would be difficult to calculate the total expenditure to date. But a crucial question remains – what quality indicators are in place to ensure that the rate of return justifies the current investment? How do we distinguish excellence from mediocrity, is there a relationship between star ratings and leadership, are leadership and management really the same?    

Paradoxically it is the law of unintended consequences which becomes apparent when there is a lack of focus and joined up thinking across the care sector especially within the critical area of leadership.   

Leaders and managers have a vital role in improving services especially in the critical area of developing and supporting staff to deliver a world class care service. But do we really need quite so many leadership academies, leadership programmes, new projects and initiatives?  Apart from the obvious cost and resource implications I believe that we now need to invest in qualitative research which demonstrates whether this investment is really making an impact on the front line. What makes an effective manager? Do effective managers attract and retain more highly qualified staff? Is the quality of management reflected in the experiences of people who use services?

There are a large number of different types of management and leadership programmes both accredited and non accredited, provided in-house or externally. Many programmes have identified outcomes which lead to nationally recognized awards such as DMS, MBA, MPA, RMA, and PQAASW. Some programmes seem more concerned with inputs (number of lectures delivered) and outputs (how many people attended). How is the aim of becoming a more effective manager translated into practice? With the growth in e-Learning and blended learning the plethora of toolkits and audits freely available is it too controversial to suggest that existing managers should already be able to evidence their competence in the key areas of management and leadership?

However, with everyone from SCIE, ID&EA, the Kings Fund, Open University, ADCS, CWDC, and Skills for Care offering or developing management programmes and Action Learning Sets there is the potential for considerable confusion for employers or students. How can employers identify the most appropriate and cost effective training available? Government targets and public expectations require managers to have a sophisticated set of skills and knowledge which will deliver quality services across an increasingly complex landscape which includes personalisation and direct payments.

In September we will be publishing an independent (and brief) guide to help you make sense of what is available in the area of leadership and management development. Keep in touch by signing up for our free monthly eLetter. In the meantime if you have any questions, comments or contributions please contact us.

You may also wish to refer to our jargon busters section for further explanations of acronyms etc and navigating the social care landscape to understand the different roles and purpose of the organizations listed above.

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Join the Advanced Practice Social Work Network

Saturday, May 24th, 2008

Employers, higher education institutions, practitioners and other stakeholders are being invited to join the Advanced Practice Social Work Network (APSWN), which offers a collective and independent voice for the professional leadership of social work in the UK. The APSWN seeks to support advanced practitioners in social work and specifically aims to:

  1. Advocate for improved funding structures for Post Qualifying (PQ) education to support the professional development of advanced practitioners;
  2. Engage employers in discussions about the training needs of their advanced practitioners and encourage them to continue supporting advanced level PQ programmes;
  3. Engage employers and other stakeholders in the design of advanced level PQ programmes;
  4. Support HEIs in developing new advanced level PQ programmes;
  5. Advocate for advanced practice positions such as Consultant Social Workers;
  6. Develop the research capacity of advanced social work practitioners;
  7. Engage with organisations to help bridge the gap between research and advanced practice in social work;
  8. Engage with the workforce development agenda and policy initiatives such as the White Paper ‘Our Health, Our Care’ and Building Brighter Futures: Next Steps for the Childrens’ Workforce

Further information from Martin Webber at: martin.webber@iop.kcl.ac.uk.

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