Perhaps you’ve read or heard about self-managing teams or self-managing organisations. Like Agile, self-management is becoming a buzzword in the world of work and yet there are many myths and misconceptions about what it actually means. This blog series with Lisa Gill explores the myths using examples from Wellbeing Teams.
We were delighted to hear that Nesta, the global innovation foundation, had chosen us as one of their New Radicals. But what does it mean to be radical?
The Oxford English Dictionary defines radical as “affecting the fundamental nature of something”. We think that social care needs fundamental change, which is why we have taken an intentionally radical approach to designing Wellbeing Teams.
Here are 10 ways that we think what we are doing might be considered radical.
Jackie sits on my shoulder – she is my challenge and support around values. Jackie is our Advisor on values, and is helping us ensure they are living through all of our work. She helped us to develop our value-based recruitment process, and over the next few months, we will be developing and sharing practical ways to stay focussed on bringing our values to life. I asked Jackie to introduce herself here.
“Optimistic and naive of a utopian future”, these were the words used to describe me at a meeting I attended recently. It wasn’t said in a positive frame, but as I have reflected on this over the last number of weeks I have come to see this as actually a compliment, let me tell you why.
My name is Dominic Cushnan, and in this short blog, I would like to share with you why I am excited about joining Helen Sanderson and the Wellbeing Teams as one of their advisors.
I have Garry to thank for connecting with Perry. I follow Garry on Twitter and he mentioned his blog on his favourite books, so I followed the link to find that the first one was Transformational HR by Perry Timms. I ordered it, read it over two days, and through some synchronicity, had dinner with Perry this week. I am delighted that he has agreed to be the Advisor to Wellbeing Teams on all things related to H.R. I asked Perry to write a blog to introduce himself, and here it is. Something that he does not mention in this blog, is his amazing shoes!
I have been obsessing about outcomes. In the Individual Service Fund work I am doing with Martin Walker and Wigan Council, we need to be able to identify and deliver to outcomes. I asked our Wellbeing Teams Advisor in improvement, Andy Brogan, to help me explore this. What are the issues we need to consider here? Over to Andy.
Driving a focus on outcomes has become something of a hot topic, perhaps especially in health and care services but elsewhere too. Just start looking and it’s easy to find people working on how to do Outcomes Based Commissioning (OBC) and on what it means to manage for outcomes. It’s all plausible, well intentioned stuff; after all, how could we not want good outcomes?
My impression of the folk doing this work is positive too. It’s not easy and those doing it are working earnestly and intelligently against the momentum of how things have always been done. Credit is due for being prepared to work hard for a better way.
I worry though, that focusing on outcomes is at risk of becoming a case of the Emperor’s New Clothes, finding itself beaten back into a preoccupation with changing the score when the real opportunity and need is to change the game.
How did we do? You can answer this question with the list of metrics that Neil suggests in our earlier blog and his book. As we are looking at Value Based recruitment there is another question – did we live our values in recruitment? What was peoples experience like and how can we improve?
After our recruitment workshop for Coaches and Community Circle Connectors, I asked everyone five questions based on the ‘touch points’ in their experience of recruitment. I did this by email, after they had been told whether they had been successful or not, and since then we have used the same questions as a survey monkey.
For each question, I asked people to give us a score out of 10 for how well we did (10 was amazing and 1 was very poor) and I asked people to describe what worked well and how we could improve. This gives us our first base line scores for our recruitment practice, as well as specific ideas about how we can get better. We have introduced some of these ideas already, and they also become the experiements that we test with out next recruitment.
I am a bit of an quality and improvement geek, so it is a great joy to me to introduce someone who stretches my thinking about how we can keep learning, developing and improving. He has introduced me to clean language and has supported us to design our approach to improvement. I am very pleased to introduce Andy Brogan, our coach on improvement, and I asked him to introduce himself here.
Are you interested in self-management and what it looks like in practice in the UK?
Are you curious about what it could be like to work in a self-managed team and whether this is for you?
Could you be a future Practice Coach, Team Coach, Community Circle Connector or Wellbeing Leader with Wellbeing Teams?
If you answered ‘yes’ to any of these questions you might be interested in our 5 week online workshop starting in February. Over the five weeks you are supported by your coach and facilitator, Emily McArdle, who will provide you with guided reading, five practical assignments to deepen your understanding, and introduce you to guests who talk from experience about self-management
I was still occassionally tweeting over the festive period and a tweet from @Drmarkredmond to his students caught my eye. Mark and his students have been looking at Generation X and social care and Mark’s tweet linked to an article in the Guardian called, “Why it’s difficult to attract younger people into the care sector.” The article refers to what is being described as a national crisis of recruitment and retention of social care workers. The usual solutions to this are presented – increasing awareness of the value of social care and the importance of value based recruitment. I wonder if what we need is something more fundamental to this, about the way that home care works. The way we organise rota’s may be an important part of this.