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Mission Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for.

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Presentation on theme: "Mission Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for."— Presentation transcript:

1 Mission Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals An understanding individuals Vulnerabilities Depth Not Width Being Ethical Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical Activities rather than personalization. Lose way and drift towards the easiest alternative and systemic solutions and wisdom Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical People struggling and floundering, stress and potential burnt bridges and potential not reached. Paid people stay in control – High anxiety Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical Meaningless symbolic roles, time fillers. No ripples because things don’t make sense Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical Cookie cutter arrangements. Descriptions rather than deeds Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical Outcomes and interventions that are groups and system focused Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical The intended objectives go to Bottom of the box Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical Haphazard efforts, false starts and loss of confidence Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical Cynicism and Mistrust - no clear points of reference for staff and others Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical Go back to old ways – finding ways for things not to work Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical Scepticism and Stagnation – Loss of focus – commitment to systems rather than people Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical No safeguards, Inappropriate supports –focus on disability rather than life objective Values and Principles Right Relationships Valued Social Roles One person at a time Prism of Individualisation Pressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical Loss of focus and individualisation – not much of anything of quality to the person Values and Principles Right RelationshipsValued Social Roles One person at a time Prism of IndividualisationPressure for Change Capacity for Change Model the way Conscious Sustainability Evaluations Around individuals Understanding individuals Vulnerabilities Depth Not Width Being Ethical Confuse good intentions, forms and words with actions – nothing really happens

2 High Low High VALUE DEGREE OF EFFORT AND COST High Value and easy to do High Value High Cost and Hard to do Low Value and easy to do Low Value, High Cost and Hard to do

3 Low Value and easy to do Low Value, High Cost/hard to do Group Supports  Describing in the absence of doing – living with the contradiction  Paid people being the drivers in other people’s lives  Non valued roles without any ripples  State good intentions and promises that never get done.  Being reactive rather than proactive  Meaningless planning documents  Physical and functional inclusion  Finding solutions before knowing a person  Drift into service provision instead of life enhancement  Well it worked for John cant it work for Joan; one size fits all”  Not giving families a new way of thinking – being safe One to one community based activities with little intent Seeing the person as being the problem Leave families out there floundering because of not having right relationship Paid people being the drivers in other people’s lives

4  That the person is assisted to access normal community activities and places in preference to segregated options  Focusing on Environments of Concern  Developing the right partnerships with service users and families from the start. Starting with a blank page  Models of planning and methods of communicating about the person’s life are developed around the best way for each individual and their family to think and drive issues.  Understanding the persons vulnerabilities in the context of what they want in their lives.  Values based training for staff  Letting people take on more leadership and have greater authority in their lives Recognizing and responding to externalities  People having authority and autonomy to manage, negotiate and control their own lifestyle and supports  Having an ability to implement what we identify or describe as being needed  A capacity to hand over control of funding. Individuals having direct control and authority in how money is spent  A coherent fit between what the individual needs, what the service provides, and how those services are delivered.  Focus on depth of relationships, activities and not widening out opportunities beyond our capacity to maintain quality  Knowing a person well  Investing in Families  Taking the time to think and reflect  Creating opportunities and supporting people to have valued social roles  Maintaining pressure for change  Prism of Individualisation  Processes and structures that establish staffs roles as relationship and communication facilitators rather than filters between individuals and their communities.  Knowing how to measure success  The organisational structure has a capacity to see and respond to individuals as a unique point of service  Being clear on our values and keeping the promises and doing what we say we do in the context of these values  Attracting and retaining the “right” staff  Increasing the number of people being supported in ways that are uniquely tailored to their needs

5 ACLIFFACLIFF A CUL DE SAC

6 A DIP Investment Knowing people Developing capacity Training Knowing values Leading from the top One person at a time Sustainability Creating ripples Hearing people Reflection Sharing authority and leadership

7 Birth Shared opportunities/expectations, for fulfilment. Self –Fulfilment Self-Efficacy Autonomy Loss of supports/Family Completion of school Lifestyle is maintained Ongoing choices Home Community Work Ongoing experiences/Opportunities Family Love/Relationships Home of one’s own Post school options Study Work Travel School Playgroups Playgrounds Nurturing to meet dream/vision Early Intervention Therapy Specialised Schooling Post school Options Segregated Work Segregated Training Day Service Predetermined housing/community Increased vulnerability and loss Community Home Relationships

8 Stops people looking at standard quick solutions

9 He is internally motivated. Praise is nothing! What is Boris Telling us about roles Relationships are focus and role orientated He highly values working on his own He doesn’t like support staff hanging around so transitions need to be quick He values things that have a clear start and end Unexpected changes in tasks, places and people disrupt him He values being able to set the pace and timing of events Repetitive work He wants to be local Control over his work environment – instructions can be a problem

10 Local shops Limited control, lots of rules, expected time frames, work can change Council workshops Limited relationships and wrong relationships Newspaper round Customers, new people, lots of chances for conversations out of roles

11 The Environment is physically static Library Repetitive and self paced Task. You can do it alone Chance for ripples both in work and relationship Staff roles are usually the same Scanning of old books Doesn’t have talk to customers There's a chance for role expansion at his pace Tasks have a clear start and end Local opportunity Provides internal satisfaction- no one else is measuring For Boris these are tasks he can easily learn and be in control of Putting away books on shelves

12

13 We know what the person truly values and wants in their life and they are working towards achieving this. The person is consciously positioned to have relationships, i.e. the right relationships with the right people, at the right place, at the right time, and doing the right tasks or roles. That might not be us The person is telling us what they want or expect from us,. They hold natural authority. They are the point of influence and their own life path, free of assumption.....the more people who say I want the better There are safeguards that protect a person choices and lifestyles and an awareness of the role of relationships in this safeguarding. There is opportunity for Ripples to occur Horses, music, Mark.. Does a persons positioning in life open doors for a participative life, for relationships and increased opportunities? We understand the persons vulnerabilities in the context of what they want in their lives

14 A FRIEND A SHOPPER AN ACTIVE COMMUNITY MEMBER

15 A FRIEND A SHOPPER AN ACTIVE COMMUNITY MEMBER

16 accommodating eager polite accurate efficient possess a good sense of humour adaptable empathetic possess common sense adventurous energetic practical ambitious engaging precise analytical enjoy challenges process-oriented appreciate diversity enthusiastic productive appreciate feedback entrepreneurial professional approachable ethical punctual articulate fair a quick learner assertive flexible rational authentic friendly reliable autonomous generous resourceful calm under pressure Gets along well with others realistic candid goal-oriented resilient cautious hard-working respectful change; accepts, embraces helpful results-oriented change rejects honest responsible cheerful imaginative responsive collaborative inclusive safety conscious compassionate independent seek challenges committed to integrity industrious self-aware competitive influential self-motivated confident innovative self-sufficient congenial intelligent self-reliant conscientious intuitive sincere conservative inquisitive spontaneous considerate level-headed tactful consistent loyal take direction well cooperative mature take initiative cost-conscious methodical team-oriented creative observant tenacious curious open-minded thoughtful decisive optimistic thorough dedicated organized tolerant dependable outgoing trustworthy detail-oriented passionate values-oriented determined patient versatile diplomatic perceptive visionary disciplined persistent willing to take risks discreet personable driven persuasive dynamic pleasant What personal character traits can you see in the person when they are in the right place

17 AccomplishmentFriendshipRitual AccountabilityFunRule of Law, Legality Act on thingsGenerosityRule of, Respect for Law AdventureGratitude Grievances, Right to express Athletics/Sports, CompetitiveHappiness, Pursuit of Attitude, RightHard WorkSafety AuthorityHarmony, Unity, OnenessSecurity Beauty (of environment, art, people, etc.) Health & Well-BeingSelf-Improvement Behaviour, Proper-HelpfulnessSelf-Reliance Honesty, TruthfulnessSelf-Respect, Self-Worth Calm, QuietudeHonorSeriousness ChangeHospitalityService (to others, society) Children, Nurturing ofHuman RightsSimplicity Civic DutyIndependenceSincerity Civil RightsIndividualitySkill Cleanliness, OrderlinessInformed, Being-Solitude CollaborationInnovationSpirituality, Spirit CommitmentIntegration of People TypesStability CommunicationIntegrityStatus (individual, social, collective, nation's, etc.) CommunityIntelligenceStrength (physical, psychological, power, force) CompassionJusticeSuccess, Achievement.Teamwork CompetenceKnowledgeTolerance Concern for OthersLeadershipTradition ConsensusLearningTranquility Consumer RightsLoyaltyTrust Continuity (from past)Making a differenceTruth, Seeking the underlying- Continuous ImprovementParticipation (e.g. in democracy, decisions) Variety CooperationPeace, Non-ViolenceWealth CouragePersonal Growth (human potential)Winning CourtesyPleasureWisdom CreativityPopular Will (deferring to)Women's Rights Culture (art, etc.)Power DecisivenessPracticality

18 Preservation DeterminationPrivacy Diplomacy (over confrontation)Progress, Improvement Direction, PurposefulnessQuality (of work, service etc.) DiversityRationality DutyReason Empowerment of IndividualReciprocity EntertainmentRecreation Environmental, Concern forRegulation & Control Religious Life Equal OpportunityResourcefulness Respect for Elders EqualityRespect for Others (individuals, cultures, races) Essential Services, right toRespect for the Individual ExcellenceResponsibility, Taking- FairnessResponsiveness FamilyResults-oriented FitnessFinancial independence Flair Flamboyance Flexibility Friendliness


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