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Implementing wellness, reablement and restorative approaches practical steps and resources
This document discusses implementing wellness, reablement, and restorative approaches in aged care services. It provides practical steps and resources for these approaches, drawing from literature on adaptive leadership. Key elements of adaptive leadership discussed include getting on the balcony, giving the work back, thinking politically, orchestrating conflict, managing hungers, and anchoring oneself. The document encourages engaging service users, finding partners, acknowledging losses, and modeling desired behaviors to support staff through the changes required by these new approaches.
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Implementing wellness, reablement and restorative approaches practical steps and resources
- 1. Implementing Wellness, Reablement andRestorative Approaches – Practical Steps and Resources CHSP Forum Aged and Community Services Association NSW & ACT Carrie Hayter Managing Director 30 July 2015 Sydney 29/07/2015 CHSP Forum Now and into the Future, 30 July 2015 1
- 2. 29/07/2015 CHSP Forum Nowand into the Future, 30 July 2015 2
- 3. 329/07/2015 Reablement andWellness for Regional Assessment Services in Australia - A Technical Problem or an Adaptive Leadership Challenge? © Carrie Hayter Consulting
- 4. 29/07/2015 CHSP Forum Nowand into the Future, 30 July 2015 4
- 5. 29/07/2015 CHSP Forum Nowand into the Future, 30 July 2015 5 Engage the people you Support
- 6. 29/07/2015 CHSP Forum Nowand into the Future, 30 July 2015 6
- 7. FEAR 29/07/2015 CHSP Forum Nowand into the Future, 30 July 2015 7 False Evidence Appearing Real
- 8. The Lucky Ones Source:downloaded from https://au.tv.yahoo.com/x- factor/#page1/?_s_ref=9JI102jjS&kw=x%20factor&creative=55215366484 829/07/2015 CHSP Forum Now and into the Future, 30 July 2015
- 9. Difference between Technical Problemsand Adaptive leadership Technical problems are well defined. Their solutions are known and those with adequate expertise and organisational capacity can solve them. (Heifetz & Linksy, 2002) Adaptive leadership challenges are entirely different. The challenge is complex and not so well defined; and the answers are not known in advance Problems that require us to learn new ways (Heifetz & Linksy, 2002) 29/07/2015 Reablement and Wellness for Regional Assessment Services in Australia - A Technical Problem or an Adaptive Leadership Challenge? © Carrie Hayter Consulting 9
- 10. Get on the Balcony Givethe work Back Think Politically Orchestrate the conflict Manage your hungers Anchor Yourself What’s on the line Hold Steady Adaptive Leadership Elements Source: Heifetz & Linsky (2002) 29/07/2015 Reablement and Wellness for Regional Assessment Services in Australia - A Technical Problem or an Adaptive Leadership Challenge? © Carrie Hayter Consulting 10
- 11. Picture downloaded from: https://janeaustensworld.wordpress.com/category/regency- etiquette/page/2/ Geton the Balcony Picture downloaded from: https://www.youtube.com/watch?v=qSvyDLTdlyU What will happen if we don’t do this? What resources can we use in our community? What is the story for our staff and service users? How can we engage them in this process? 1129/07/2015 CHSP Forum Now and into the Future, 30 July 2015
- 12. Think Politically 1. FindPartners 2. Keep the Opposition Close 3. Accept Responsibility for your piece of the mess 4. Acknowledge their losses and accept casualties 5. Model the behaviour What can we do differently? Who can we partner with? How can we engage service users? How can we support our staff? Model the behaviour you want in your staff 29/07/2015 CHSP Forum Now and into the Future, 30 July 2015 12
- 13. Give the WorkBack • Solutions are achieved when “the people with the problem” go through a process together to become “the people with the solution”. Create structures to talk about learning and getting people on the same page Encourage people to lead parts of the work Engage the service users Start small and experiment Reflect on your lessons 29/07/2015 13 CHSP Forum Now and into the Future, 30 July 2015
- 14. 29/07/2015 CHSP Forum Nowand into the Future, 30 July 2015 14
- 15. Resources NSW Government, Ageing,Disability and Home Care (2010) A handbook for community care services Empowering people, enhancing independence, enriching lives, https://www.adhc.nsw.gov.au/__data/assets/file/0003/233967/Better_Practice_Project_- _Mapping.pdf Heifetz, R., & Linksy, M., (2002) Leadership on the Line: Staying Alive through the Dangers of Leading, Harvard Business Review Press, Boston Massachusetts Heifetz, R., Grashow, A., & Linksy, M., (2009) The Practice of Adaptive Leadership – Tools and Tactics for Changing your Organisation and the World, Harvard Business Review Press, Boston Massachusetts 29/07/2015 CHSP Forum Now and into the Future, 30 July 2015 15
- 16. More Information Carrie Hayter Email:Carriehayter@gmail.com Twitter@carriehayter Slideshare: Carrie Hayter www.carriehayter.com Linked in http://au.linkedin.com/pub/carrie- hayter/34/536/517/ 29/07/2015 CHSP Forum Now and into the Future, 30 July 2015 16
Editor's Notes
- #4 One of the challenges of personalisation is to appreciate and understand the historical forces or structures that have created the different service systems in this country. If you look at history we have come a long way, however, we are in the process of dismantling a whole service infrastructure and moving from a block funded to individualised funding system with different stages occurring for older people, people with disabilities and their carers. This picture shows some of the drivers of personalisation for older people in Australia. It contends that for older people they were largely invisible and the system was created in the interests of professionals, providers and with older people institutionalised. However, with the economic costs of ageing combined with the changing expectations and the emergence of the concept of active ageing we are seeing changing models. However, moving from the Old to New system takes time is a complex process of dismantling and transitioning not only funding but the practices, values of people in your organisations. It also requires people to lead organisations through significant changes – It is an adaptive leadership challenge.
- #7 Some have described the changes occurring as like trying to turn the Titanic around. The titanic was indestructible, however, no-one planned for it to hit an ice berg. Part of preparing for the external policy drivers is thinking about planning for the future and what are the contingencies if your organisation that you lead is hit by an ice-berg. Some leaders have started to change and rebuild the titanic and implement changes in a staged process. For small to medium organisations this may be easier because it does not require such efforts to dismantle the ship and turn it around. Personalisation represents a significant change process for all stakeholders
- #8 For others including some service users, carers and providers it is fear. It is fear about moving from a block funded model to individualised funding. What does this mean for my son, daughter, father and mother. For staff, it may mean what does this mean for my work? Will I have a job? As one support worker said to me in a workshop – if I encourage older people to be independent then I wont have a job? If people do more for themselves then I may not have as much work as I like. For case managers or support facilitators many like to be the professional and ‘tell people how to live their lives”. As one allied health professional said to me “the allied health people come together and do the planning before we meet the person”. When I asked do people actually implement their plan if they are not involved in the decision making, she looked at me and said “my plans always work”. For Chief Executive Officers who are leading this transition it can be a stressful time. There are risks in terms of funding, how will we exist in the future. This can be impacted by a board who are either disengaged or see the new world as the Lucky Ones with no sense of how to manage and identify the risks. The Chief Executive Officer comes out of board meetings either dispairing or going home and waking up in the middle of night and thinking about the challenges ahead. One of the things that people say why they cannot change is because of funding, time and it is all too hard so we will just let government drive the agenda. However, as leaders of organisations it is important to start different conversations in your organisations. The conversations may shift people’s thinking of what is possible.
- #9 We can see these narratives being played out in Australia. Last week I was watching the final of the X factor – it helps me relax and calm my brain. I watched the single of the group Brothers 3 – the Lucky Ones. This was exactly as I was writing this conference paper and thought this could be the theme song of some organisations in how they have embraced the changing landscape through personalisation. For service users this could be a narrative of we are lucky, we can manage our own money. As one service user said to me, a man in his late 50s who had a spinal injury through work – After 17 years I am actually being asked what I want. We are seeing service users both older people and people with disabilities creating organisations and structures so they can lead projects and changes. For some staff they are embracing this changes to work in a different way and to actually be flexible and responsive. As one Aboriginal worker said to me “so you mean that know I am actually encouraged to break the rules, after all these years of breaking the rules and just not telling management”. Some social workers have said to me Hellalujah…. you mean I can actually implement the Social Work Code of Practice…. Thank godness for this. For some Chief Executive Officers and their boards they have surveyed the landscape and are seeing the opportunities. One organisation that I have worked with transformed a traditional group funded model of day programs to individualised programs of support. People are talking about their lives and what they need to have a good life which is supported by how the organisation structures their funding. The Chief Executive Officer and Board members talk about wanting to see people grow and thrive and to say “I like who I am and I like what I do”. This culture has filtered to support workers who talk about people in terms of their passions and their dreams. One thing he did say to me was the reason they were able to transform the organisation was because it is a small to medium organisation which meant that leading change was not as complex if they had been a large organisation. I have also seen stories from front-line workers in large organisations who are frustrated by the inertia in their organisations and that the systems and processes of management. While front-line workers and want to embrace the lucky one’s culture but are not supported by management or the strategic vision and mission of the Chief Executive Officer and the board.
- #10 So how do we know if something is a technical problem or an adaptive leadership challenge? Technical problems have solutions that are known.
- #17 Thanks and