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#socialworkuk

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Dyfrig Williams

Research in Practice have our annual adults conference today on the impact of poverty in adult social care. This blogpost covers what we'll be looking at researchinpractice.org.uk/adul Will be tweeting for us in the bad place using , will also post what stuck out for me here using the same hashtag

Research in PracticeThe impact of poverty in adult social care | Research in PracticeThe impact of poverty in adult social care
#SocialCare#SocialWork#SocialWorkUK
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Dyfrig Williams

Brill to see messages like this coming from ADCS on and :

"Time is of the essence. If social change is palpable let’s ride the crest of that particular wave and let’s ask Government to co-invest in anti-oppressive and inclusive leadership training so that our leaders of the future reflect the communities that they seek to serve"

adcs.org.uk/blog/article/im-a-

adcs.org.ukI'm a DCS...get me out of here! | ADCSChildrens Services - The Association of Directors of Childrens Services Ltd - ADCS - is the national leadership Association in England for statutory directors of childrens services and other childrens services professionals in leadership roles.
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Dyfrig Williams

George Rook from Innovations in Dementia described jargon and acronyms as the bane of his life. They might help you to say more in a short space of time, but it means that he consistently has to interrupt for clarification. This reminded me of this brill post by @ChrisBolton on how we all deal with jargon whatsthepont.blog/2014/07/20/t

What's the PONTThe Listening Service. Busting Jargon, Including People and Improving the TweetsBy WhatsthePONT
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Dyfrig Williams

Richard Humphries talked about how progress happens at the speed of trust. I was worked with the Wales Audit Office on some fascinating work on trust. There's a Dutch proverb that says that "Trust arrives on foot but leaves on horseback"- it takes time to gain but is swiftly lost. This CIPD report is great on the constituent parts of trust. It moves trust away from being a fluffy concept into solid actions we can take cipd.co.uk/knowledge/culture/e

CIPDWhere Has All the Trust Gone with Case Study | Reports | CIPDThis report looks at building trust in the workplace, re-examining the issue of trust, why it matters, and what can be done to repair it.
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Dyfrig Williams

Usha Boolaky shared a really interesting Tim Harford quote: "You show me a successful complex system, and I will show you a system that has evolved through trial and error." This ties in with the Cynefin Framework, which is really helpful around complexity hbr.org/2007/11/a-leaders-fram

Harvard Business ReviewA Leader’s Framework for Decision MakingReprint: R0711C Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses. Before addressing a situation, leaders need to recognize which context governs it—and tailor their actions accordingly. Snowden and Boone have formed a new perspective on leadership and decision making that’s based on complexity science. The result is the Cynefin framework, which helps executives sort issues into five contexts: Simple contexts are characterized by stability and cause-and-effect relationships that are clear to everyone. Often, the right answer is self-evident. In this realm of “known knowns,” leaders must first assess the facts of a situation—that is, “sense” it—then categorize and respond to it. Complicated contexts may contain multiple right answers, and though there is a clear relationship between cause and effect, not everyone can see it. This is the realm of “known unknowns.” Here, leaders must sense, analyze, and respond. In a complex context, right answers can’t be ferreted out at all; rather, instructive patterns emerge if the leader conducts experiments that can safely fail. This is the realm of “unknown unknowns,” where much of contemporary business operates. Leaders in this context need to probe first, then sense, and then respond. In a chaotic context, searching for right answers is pointless. The relationships between cause and effect are impossible to determine because they shift constantly and no manageable patterns exist. This is the realm of unknowables (the events of September 11, 2001, fall into this category). In this domain, a leader must first act to establish order, sense where stability is present, and then work to transform the situation from chaos to complexity. The fifth context, disorder, applies when it is unclear which of the other four contexts is predominant. The way out is to break the situation into its constituent parts and assign each to one of the other four realms. Leaders can then make decisions and intervene in contextually appropriate ways.
#LeadersF22#SocialCare#SocialWorkUK
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Dyfrig Williams

Annie also made a fascinating point about variability when assessing decision making. Am now adding Noise by Daniel Kahneman, Olivier Sibony and Cass Sunstein to my reading list to better understand the difference between bias and noise theguardian.com/books/2021/jun

The GuardianNoise by Daniel Kahneman, Olivier Sibony and Cass Sunstein review – the price of poor judgmentBy Caroline Criado Perez
#LeadersF22#SocialCare#SocialWork
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Dyfrig Williams

Lastly, looks very different to our current model of command and control leadership. We need more humility when dealing with the challenges that the current system throws at us. I found this publication helpful researchinpractice.org.uk/adul

End of thread. Off to go networking in my smart casuals (whatever that is). Gonna see what I can learn from leaders who have *ALL* the pressure on their shoulders. Definitely not jealous of them

Research in PracticeSystems leadership – enhancing the role of social care | Research in PracticeThis briefing highlights policy drivers and supports leaders to identify the key elements and behaviours associated with systems leadership.
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Dyfrig Williams

We spend a lot of time learning from failure - should we spend more time learning from success? Reckon there's lots we can learn from an approach researchinpractice.org.uk/chil

Research in PracticeAppreciative Inquiry in child protection - identifying and promoting good practice and creating a learning culture: Practice Tool (2014) | Research in PracticeThis Practice Tool provides a starting point for practitioners, managers, supervisors and Local Safeguarding Children's Boards (LSCB) in understanding...
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