Commissioning personalised care in the English adult social care sector: an action research model to support leadership development

McCray, Janet; Palmer, Adam

doi:10.1108/scn-05-2013-0021

Cited by 2 publications

(2 citation statements)

References 34 publications

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“…We suggest that organisations should facilitate learning that would involve individuals reflecting specifically on how they practice in multi-disciplinary teams via mentorship or individual development of knowledge and management of emotion such as in mindfulness training. Organisations should consider investing resources in the design and delivery of such solutions, for example, using an accredited skills framework or action learning set for formal reflections on practice (McCray and Palmer, 2014), or mentorship sessions can provide a vantage point and foundation for tracking and evidencing learning (McCray et al , 2014). To build resilient inter-professional teams establishing or building on pre-existing team learning should be a priority for organisations.…”

Section: Discussionmentioning

confidence: 99%

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Building resilience in health and social care teams

McCray

Palmer²,

Chmiel

2016

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Purpose Maintaining user-focused integrated team working in complex care is one of the demands made of UK health and social care (H&SC) organisations who need employees that are resilient, resilience being the ability to persevere and thrive in the face of exposure to adverse situations (Rogerson and Ermes, 2008, p. 1). Grant and Kinman (2012) write that resilience is a complex and multi-dimensional construct that is underexplored in social care team work. The purpose of this paper is to capture the views of managers in H&SC to explore the making of resilient teams, identify factors that influence team performance and inform organisational workforce development strategy. Design/methodology/approach A general inductive approach (Silverman, 2011) was applied. Five focus groups were facilitated (n=40) each with eight participants all of whom were leaders and managers of teams in H&SC, working in the integrated care context in the UK. Findings Findings indicate that further investment in strategies and resources to sustain and educate employees who work in teams and further research into how organisational systems can facilitate this learning positively may contribute to resilient teams and performance improvement. The authors note specifically that H&SC organisations make a distinction between the two most prevalent team types and structures of multi-disciplinary and inter-professional and plan more targeted workforce development for individual and team learning for resiliency within these team structures. In doing so organisations may gain further advantages such as improved team performance in problematic care situations. Research limitations/implications Data captured are self-reported perceptions of H&SC managers. Participant responses in the focus group situation may have been those expected rather than those actually modelled in the realities of team work practice (Tanggaard, 2008). Further, in the sample all participants were engaged in a higher education programme and it is possible participants may have been more engaged with their practice and thinking more critically about the research questions than those not currently undertaking postgraduate study (Ng et al., 2014). Nor were the researchers able to observe the participants in team work practice over time or during critical care delivery incidents. Practical implications The preliminary link made here between multi-disciplinary and inter-professional team type, and their different stress points and subsequent workforce intervention, contributes to the theory of resilient teams. This provides organisations with a foundation for the focus of workplace learning and training around resilience. H&SC practitioner views presented offer a greater understanding of team work processes, together with a target for planning workforce development strategy to sustain resilience in team working. Originality/value This preliminary research found that participants in H&SC valued the team as a very important vehicle for building and sustaining resilience when dealing with complex H&SC situations. The capitalisation on the distinction in team type and individual working practices between those of interprofessional and multidisciplinary teams and the model of team learning, may have important consequences for building resilience in H&SC teams. These findings may be significant for workforce educators seeking to develop and build effective practice tools to sustain team working.

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Section: Discussionmentioning

confidence: 99%

“…This can be problematic when building resilience, as workforce training and learning may not prepare workers for this variation in type of structure and team. One example of this being the introduction of personalised care plans in the UK care sector (McCray and Palmer, 2014).…”

Section: Team Work In Practicementioning

confidence: 99%

Building resilience in health and social care teams

McCray

Palmer²,

Chmiel

2016

Self Cite

View full text Add to dashboard Cite

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Social care mentorship and employee engagement in the transformation of the Social Care Workforce

McCray

Turner

Hall

et al. 2014

Journal of Workplace Learning

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Purpose – This paper presents the findings of a small scale research project exploring mentorship programme participants experiences and learning about their managerial role in an adult social care service seeking to build management practice, resilience and well-being in the context of transformation. Design/methodology/approach – A case study of one public sector workforce development project is presented. The programme involved the use of an individual social care mentorship model and continuing professional development framework to support and engage 60 social care managers in the facilitation of workforce practice transformation. A small scale research study of 15 managers was undertaken. Participants provided a written reflective review and narrative of their individual experience and of learning. The narrative of a purposive sample of 15 managers was analysed using a work by Tamboukou and informed by a work byLabov and Waletzky as a guide. Findings – Thematic analysis of managers' reflective accounts, identified the adaption of coaching methods and the used of role modelling skills in the workplace. Emotional well being and resilience was maintained during the mentorship programme. Structural analysis emphasised sequences or messages in the narrative indicating manager's cooperation with the organisation in achieving its' transformational goals and gaining employee engagement. Research limitations/implications – This is a small scale study exploring one aspect of the project's goals. Practical implications – The project delivery and research findings will be of interest to other organisations considering the implementation of mentorship to support transformation and change. Originality/value – There are very few evaluations and research studies of social care mentorship in the literature and this paper and the case study presented provides interesting new insights into the process and its possible outcomes.

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Commissioning personalised care in the English adult social care sector: an action research model to support leadership development

Cited by 2 publications

References 34 publications

Building resilience in health and social care teams

Building resilience in health and social care teams

Social care mentorship and employee engagement in the transformation of the Social Care Workforce

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