1. Facilitative Coaching Sophia Chin Heather Meitner

2. Webinar Agenda What do you want to change? How do you facilitate change? Lessons learned MA.

3. Learning Objectives Participants will become familiar with: The facilitative coaching framework The facilitative process as it relates to Signs of Safety concepts Lessons learned by coaches in the MA practice model implementation

4. What is Coaching? Coaching refers to the activity of developing the abilities of a team or an individual. Coaching tends to focus on the achievement by the individual of a goal or specific skill. Methodologies for coaching are positioned away from the directive and rest on the engagement with the individual or team in a dialogue that will identify emerging patterns and surface solutions. Coaching rests somewhere between training on one end, and psychotherapy and counseling at the other. It must be steeped in appreciative inquiry.

6. Past PresentFuture Suicide attempt by gas in the kitchen while the kids were home

7. Suicide attempt by gas in the kitchen while the kids were home Her father physical abusive dangerous Foster care Poverty DVDV DEPRESSIONDEPRESSION OFF MEDS Past PresentFuture

8. Past Present Future “I took the girls and put them in the next room.” Suicide attempt by gas in the kitchen while the kids were home

9. “I took the girls and put them in the next room.” “My mom gave custody of me to my aunt.” “My mom and aunt made sure I got an education.” Approp. care of girls w/ school, MD, therapy “I’m getting up at 4am to meet them & get them off to school.” LEFT HUSB. Past PresentFuture

10. “Naïve” Practice Past PresentFuture

11. “Problem-Saturated” Practice Past PresentFuture

12. A Full Assessment Past PresentFuture

13. Sways Loss Aversion Value Attribution Diagnosis Bias Commitment Sway: The Irresistible Pull of Irrational Behavior By ORI BRAFMAN AND ROM BRAFMAN

14. Addressing Sways “What do you stand to lose in making the decision?” Fear of Loss – Antidote: balance fear with hopes of future “How do you decide which information is most credible?” Over/under Valuing Information – Antidote: Focus on shared definitions “What do the words we use as labels actually mean?” Labeling – Antidote: Map info to compare observations to shared definitions

15. Shared Responsibility For Success Collaborative Attitude Facilitative Behaviors Strategic Thinking Facilitated Process Domains

16. Dimensions of Success Relationships Process Objectives/Goals

17. Stages of a Discussion Stage 2: NARROW Organize the information Stage 3: CLOSE Select best approach and Reach agreement Stage 1: OPEN Gather information 123

18. Agreements Try on Disagreements are OK Reflect on your role and the impact on the group Both/and thinking Notice when intent did not match impact Confidentiality

19. Use of Inquiry “If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than five minutes.” ALBERT EINSTEIN

20. Purpose What will we be doing together?Describe concretely. Context What is happening outside of the room that pulls you away from what we are doing together? Elicit competing priorities and commitments which might be a barrier against the work of the group. Networks/Stakeholders Do you feel that everyone who needs to be here is here? Who else needs to be here? Desired Outcomes What do we want to walk away with today? Describe concretely: a plan, a decision, etc. Content Next Steps +/∆ ∆ s are upgrades or something that needs to be different. It is not necessarily a negative or a detraction. Dialogue Structure

21. OpenNarrowClose What are the worriesSDM Strategic questions Safety Map questions SF questions Dangers Complicating Factors What is working well?Acts of Protection Strengths What needs to happen?Safety Plan Words and pictures Process Phases

22. WorryInquiryWorry Mother is limited. What do you mean by limited? Can you describe this concretely? Mother needs assistance in her daily activities. We are worried that she is not able to care for herself without help, never mind caring for a baby.

23. An example of linkage between SoS and SDM WHAT NEEDS TO HAPPEN? Safety plan Case plan

24. Questions of a Strategic Moment

25. A Series of Discussions Problem Space Solution Space Implementation Space Important to cycle through an open/narrow/close process for each discussion. It’s key for people to transition together.

26. Gradients of Agreement 1. Endorse – I like it! 2. Agree with reservation – I can live with it. 3. Abstain – It does not matter to me. 4. Stand aside – I don't like but won't block it. 5. Serious objection – Veto! Adapted from Sam Kaner, www.communityatwork.com

27. Coaching in MA Six Individuals had dedicated time (as much as 20hrs/wk) in the field allowing for small group work, practice, and quick response to local needs as the practice model was rolled out Small group work was anchored in day to day practice Vital communication link between local ‘practice leaders’ and statewide leadership and implementation team Takes the burden off of local managers

28. Coaching Activities Safety Mapping cases with workers and families Small, ‘stand and deliver’ trainings as needed Ongoing practice of the SDM tools CQI leadership and participation Regular meetings with the practice leaders Short turn-around time so field could get multiple sessions

29. Considerations/Challenges Need support from local managers Nature of field staff/practice leader participation Training vs. Coaching Affective response from the field…the field is often looking for a technical solution for an adaptive problem

30. Coaches need Support Regular check-in conference calls In-person meetings to share observations and learning Separate dedicated time for reflective coaching Peer support: sharing questions, answers and best practices

31. MA Lessons Learned Coaches need to know child welfare, agency values and practice Importance of local access Adults learn better in smaller groups with opportunities to link to their day to day work Opportunities for OPEN, HONEST dialogue are critical Coaches cannot do it alone Coaches need to have an understanding of “big picture” and environmental context Patience, Patience, Patience Communication, Communication, Communication Role of coaches needs to be maintained beyond “initial” implementation (capacity building strategy)

32. Comments/Questions?