Models of Practice WorkshopCT+

3rd March 2014

What we will cover….

• Touching base• A model of practice• Our tool kit

Touching base

Purpose – what we are here to do

Principles – our philosophy

Practice – how we will go about it

CT+ - Our Purpose

Help me to help myself live a good life?

CT+ - Our Principles

Our Principles

• Help me to help myself• Understand well enough (what matters and what really

matters) to help me find the right/durable solutions• Help me build my own networks of support – people

not services

• Pull expertise as needed• Stay with me for as long as needed• Be proportionate• Be always practical and not frivolous

Our principles

How are we ‘doing’ our principles?

Exercise: against each principle how do we feel we are doing? What do we need to do more of, as a team, as individuals?

andHow will we know that we are doing the right stuff?

Some of the challenges?.• Being afraid• Not feeling confident• Feeling overwhelmed

Do we feel we have the confidence, skills and conviction to have challenging conversations, make difficult decisions, see the wood for the trees? Do we take refuge in process? Do we hide?

Is it OK to fail and get it wrong?How do we create the right environment to experiment and

grow?

A Strengths based model

Individual

Network

Intervention Points for a Strengths based model

Community

Intervention Point ?Under which circumstances?How will we do it?Think of a current case where you have or could have?

Continue to support?

Facilitation & SupportStrength-based approaches:

With the person With their networks

(Signs of SafetyReabling approachesAppreciative Enquiry)

Help fully

I can understand well enough to...

Help fully with info/advice/simple

equip

Service provision

Knowledge?

I need to do more to understand enough to…

Skills?

What Matters Outcomes

How?

Who? High levelModel of Practice

A Strengths based approach

Imagination is more important than knowledge

Einstein

A Strengths based approach: Appreciative Inquiry

Appreciative Inquiry is an approach that focuses on strengths, success and positives as opposed to problems and negatives

Appreciative Inquiry -Origins

• Work of Cooperrider and Srivasta at Case Western Reserve Univ. early 1980s

• Case of Cleveland Clinic: 2 approaches• 1. Mckinsey: collecting data about conflict in

the hospital• 2. Cooperrider and Srivasta: carrying out

interviews about best experiences working in the hospital

- Deficit v Strengths based +

• What to fix• Language – problems,

symptoms, cause, solution, action plan, intervention

• Breaks things into pieces and specialisms = fragmented response

• Slow – takes a lot of energy to change

• What to grow, build• Language – true, good,

better, possible• Expresses vision of the

preferred future= new energy

• Assumes people/organisations are sources of infinite energy and imagination

The AI cycle (1)Inquire

‘Tell me about..’(Start to

understand/build rapport)

What are you already doing? What is already working?

Imagine ‘What would a

better… look like?’

Innovate can you think of a

time when..? What could we try? Whacky

options?

Implement Plan and put in place.

‘so what would the steps be? Who/what

could help?’

Get alongside?

AI Cycle (2)

DiscoverBe alert to signs of strengths, success

DreamImagine, what would a perfect/better day be

DesignHow can we?

DestinyWhat will be, what we

will move forwards with

DescribeGet

alongside?

Resources

Options

Possibilities (Dream)

Exceptions

Solutions

ROPES

Strengths based approaches

‘Powerful’ questions:

When and with

whom?

Which?

How?What?Who?

When?

Yes/NoWhere?

- +

Why?

What if?

Powerful questions• Tell me about a time when you felt more… confident, in control,

safe etc – what was different then?• What are we good at as a family?• What are our strengths?• What is the essence of our family that makes it unique and

strong?• What are our 3 key hopes for the future?• What would it take to create change in this situation?• What is possible here and who cares…?• If success was certain what bold steps might we take now?• What seed could we plant now which might make the most

difference?

More powerful Questions…• Pre -phase 1 Describe - ‘Tell me about..’ To start with, people may take

time talking about the ‘bad stuff, the problem, what is not working’ – that is fine to start with. Stay with them, note signs of hope, resourcefulness, good stuff – listening at 2 levels. Start to understand ‘What Matters’; if appropriate ask them to score how they feel about life in general?

• Phase 1 Discover - how did you do that.. What is working.. What worked about.. what happened when.. In a more structured way start to spot the good stuff – be alert to it and affirm it.

• Phase 2 – Dream - OK then.. in this area, What would good/perfect look like etc. The art of the possible, magic questions Imagine you are there now… if you did know, what would it be?

• Firm up on the What Matters – score?• Phase 3 Design - How will you know when? What will it look like, seem

like? Who will help you, what will help you…• Phase 4 Destiny – How do we make it happen?

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Having a go• Exercise: 10 minutes per person.• Think back to an experience when you worked in a team. • Question: Tell me your best experience ever participating in a

team? Probing Questions: • Describe how you felt, and what you and others did to make

the situation possible?• How did you contribute to this peak experience?• What made this experience so special?• Describe its impact.

Thinking about a case/situation which challenges you

(i) Enable your partner to describe.. Whilst listening carefully, remember to note signs of hope and strengths, progress, exceptions. Probe, clarify. Start to understand the areas of focus (What Matters?)(ii) Next…build a picture of strengths (Discover) ‘OK – tell me what is working. What are you pleased with – what is positive in this situation – the person, network, colleagues; times when the problem isn’t happening.iii) Dream – what might be.. What would success look like? If your were to wake up tomorrow and find that success had been fully achieved – what would you notice? (iv) Design – how can we? Generate options and possibilities. Who/what do we need to succeed?v) Destiny – how will we?

How could we apply this to our work with different kinds of situations?

• How could we apply it to our reflective practice?

How does this influence our principles?

• Help me to help myself• Understand well enough (what matters and what really matters) to

help me find the right/durable solutions• Help me build my own networks of support – people not services

• Pull expertise as needed• Stay with me for as long as needed• Be proportionate• Be always practical and not frivolous• Be optimistic?• Our role is to nurture, facilitate and support• We believe in the capacity of our citizens to grow and change?

Our documentation

How will this influence our approach to capturing and measuring What Matters?How will this affect our documentation

design?

Values

• Be optimistic?• Our role is to nurture, facilitate and support• We believe in the capacity of our citizens to

grow and change?

End