the pavillion, llandrindod wells monday 22 nd february 2010

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