the pavillion, llandrindod wells monday 22 nd february 2010
TRANSCRIPT
The Pavillion, Llandrindod WellsMonday 22nd February 2010
ImpactImpact
Institute ChangeInstitute Change
InformInform
ImpactImpact
Institute ChangeInstitute Change
InformInform
Programme09:00 Registration & Refreshments
09:30 Welcome & Introductions09:45 Professor Jim Mansell
11:15 Refreshments & Networking
11:30 Purpose, Membership & Users
12:30 Lunch
13:30 The things we cannot forget?14:30 SBAR - A Place to Start
15:30 Agenda for Next Time & Close
The Mansell ReportThe Mansell Report
Professor Jim Mansell
RefreshmentsRefreshments
Reconvene @ 11:30
Etienne WengerEtienne Wenger
• ‘Communities of Practice’ have been around for as long as human beings have learned together.
• At home, at work, at school, in our hobbies, we all belong to communities of practice, a number of them usually.
• In some we are core members and in others we are merely peripheral.
• We travel through many communities over the course of our lives.
• The relationship between our personal identity and our social identities in these communities is dynamic.
CoP Recipe …CoP Recipe …
• Acknowledged at the highest level
• Run by participants with facilitation
• Flexible, adaptive and responsive
• No predetermined external expectations
• Relationships actively developed over time
Industrial organisation …Industrial organisation …
• Find a problem• Find an answer• Find a sponsor• Find an expert• Find a project• Find an opportunity
• Find Frustration?
TOPSTUFF
MIDSTUFF
MIDSTUFF
BOTSTUFF
BOTSTUFF
BOTSTUFF
BOTSTUFF
REALSTUFF
REALSTUFF
REALSTUFF
REALSTUFF
REALSTUFF
REALSTUFF
REALSTUFF
REALSTUFF
Regulatorybody
LearningFunction
Audit & Research
Workplace A
Workplace B
Allied Workplace
Profession IProfession II
Professionalbody
Community A
Community B
Broker
BoundaryProjects
BoundaryPractices
BoundaryPeople
Knowledge organisation …Knowledge organisation …
BoundaryObjects Broker
BrokerBroker
Broker
Broker
Broker
Community C
Broker
Industrial approach …Industrial approach …
• Propose• Plan• Procure
Knowledge approach …Knowledge approach …
• Talk• Test• Teach
Challenging Behaviour …Challenging Behaviour …
A small number of people with learning disabilities behave in ways which people without learning disabilities may find difficult.
http://www.learningdisabilities.org.uk
Purpose …Purpose …
• A few simple sentences to describe what our CoP is?
• A few simple sentences to describe what we want to achieve?
Membership …Membership …
• Multiagency and Multidisciplinary
• Flexible & inclusive depending on the subject matter
• Core, regular, occasional and interested People
• “Those that have an interest and the passion and the determination to push this concept through to its conclusion for the benefit of every individual”
• “Those that have an interest and the passion and the determination to push this concept through to its conclusion for the benefit of every individual”
Engaging with Users …Engaging with Users …
Lunch BreakLunch Break
Reconvene @ 13:30
Programme09:00 Registration & Refreshments
09:30 Welcome & Introductions09:45 Professor Jim Mansell
11:15 Refreshments & Networking
11:30 Purpose, Membership & Users
12:30 Lunch
13:30 The things we cannot forget?14:30 SBAR - A Place to Start
15:30 Agenda for Next Time & Close
Broken WindowsBroken Windows
• James Wilson & James Wilson & George Kelling article George Kelling article in Atlantic Monthly in Atlantic Monthly March 1982March 1982
• Bernie Getts 1984Bernie Getts 1984• 2 Vagrants2 Vagrants• 170,000 Fares a Day170,000 Fares a Day• $10,000,000 Graffitti$10,000,000 Graffitti
Agree where to start …Agree where to start …
• What are the important things that we cannot forget?
• Strategic goals, technical tools and a couple of those “Broken Windows”
• Making sure our ideas stand up to scrutiny:
• Situation• Background• Assessment• Recommendations
SBAR – Market Place …SBAR – Market Place …
Agenda for the future …Agenda for the future …
1. What have you done since last time the CoP Met.
2. ?3. ?4. ?5. ?6. ?
1. What have you done since last time the CoP Met.
2. ?3. ?4. ?5. ?6. ?
DonDon’’t Talkt TalkThen DoThen Do
Cracking on with good ideas before sharing them! Often based on sound evidence in a beautifully overcomplicated plan full of reasons why “it’ll be good for them too”! This is often seen in the form of token consultations, designed to assuage guilt.
DonDon’’t Talkt TalkThen DonThen Don’’t Dot Do
No real joint working and if things do happen across boundaries it’s usually unplanned, by virtue of proximity or employees who like each other. This state is always perpetuated by poor personal relationships between key individuals who influence culture.
TalkTalkThen DonThen Don’’t Dot Do
The worst joint working where collaborators agree not to do something just because they can! This is given away by the presence of plausible people, those eloquent characters with hidden agenda, who insinuate uncertainty without any evidence.
TalkTalkThen DoThen Do
Speaking to each other before work begins or conclusions are reached, so that decisions can be shared. Parties agree to look for simple consensus based on the first things to do, to start; before fine tuning the details of the last things to do, to finish.
DonDon’’t Talkt TalkThen DoThen Do
Cracking on with good ideas before sharing them! Often based on sound evidence in a beautifully overcomplicated plan full of reasons why “it’ll be good for them too”! This is often seen in the form of token consultations, designed to assuage guilt.
DonDon’’t Talkt TalkThen DonThen Don’’t Dot Do
No real joint working and if things do happen across boundaries it’s usually unplanned, by virtue of proximity or employees who like each other. This state is always perpetuated by poor personal relationships between key individuals who influence culture.
TalkTalkThen DonThen Don’’t Dot Do
The worst joint working where collaborators agree not to do something just because they can! This is given away by the presence of plausible people, those eloquent characters with hidden agenda, who insinuate uncertainty without any evidence.
TalkTalkThen DoThen Do
Speaking to each other before work begins or conclusions are reached, so that decisions can be shared. Parties agree to look for simple consensus based on the first things to do, to start; before fine tuning the details of the last things to do, to finish.
The Pavillion, Llandrindod WellsMonday 22nd February 2010
ImpactImpact
Institute ChangeInstitute Change
InformInform
ImpactImpact
Institute ChangeInstitute Change
InformInform