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Wednesday
Nov102010

Models and Processes

DateWednesday, November 10, 2010 at 2:14PM

A Working Model

Creative Capability through Practice Based Evidence (a working model)

David Juriansz and Steve Morgan
Creative Capability model Focus Core Components
Ethical practice Individual practitioner capability
  • Essential values and 'humanity' of practice.
  • Questioning assumptions and judgements.
  • Respecting individual choices and human rights.
    		•
    Process of care Practitioner + client capability (the helping relationship)
  • Engaging a partnership with service users, not because the NSF says we should, but because it motivates their own capabilities to regain better mental health.
  • Recognising service user strengths as well as needs, and promoting their capability to help themselves.
    		•
    Team working Practitioner + client + team capability (the team approach)
  • Promoting and maintaining clarity of team functions and goals.
  • Efficient structures and systems that allow time for creative work.
  • Effective partnerships between the team and the wider network of agencies.
    		•
    Knowledge in practice Practitioner + client + team + organisation capability.(the service approach)
  • The capability of the service to respond to the needs of individuals in a way that is flexible and creative.
  • The sum total of the all the capabilities above, expressed as model or philosophy of the service.
  • An approach to care that works in both theory and practice.
  • A service that is influenced by the service user and pracctitioner experience.
    		•

    A Working Process

    Identifying a team to work with.

    Engage the trust of team members (sceptical of external 'consultants').

    Confidential 'Creative Capability' interviews (Parts 1 & 2) with all team members (including priorities for team away-day).

    Produce a 'team' report of interviews.

    'Team' away-day.

    Report & summary of participant evaluations from away-day.

    Identifying priorities for practice development 'implementation'.

    Working with team in creative ways to implement their priorities and decisions for change.

    Second 'team' away-day at approximately 6 months (completing Creative Capability Part 2).

    Produce comparison of amalgamated team responses to Creative Capability Part 2, identifying positive changes.

    Identify small number of local practitioners/team leaders to be mentored as a local 'Practice Development Team' (building up to working one day/week out of existing posts, to establish the local capability to continue the process in local services).

     

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