1. Can an Ethic of Care Support the Management of Change? (Ch 19) Mary Hartog and Leah Tomkins

2.  Relationship  Connectedness  Reciprocity

3.  Leadership Development Programme for Middle Managers (Social Workers)  Local Authority Children and Family Services  Efficiency (cuts)  Megan’s Story at heart of Chapter 19

4.  Emphasis on maintaining care when your employer doesn’t  Drop in centre for younger people in crisis (leaving care) – Award Winning Centre  Influencing stakeholders & decision makers (ignored)  Decision taken to close centre  Felt loss (centre and personal)  Megan’s response - guided by an ethic of care  Helping staff & young people come to terms with the closure – commemorating and celebrating the achievements of the centre

5. Critical Action Learning  Organising Reflection  Critique, sense making & influencing  Room for political & emotional  Leadership Values  Self as Leader  Influencing “What influence do I have in this organisation?” Traditional AL  Individuals  Projects  Functional  How do we cut our cloth?  Leadership behaviours  Projects achieve organisation objectives

6. Pedagogy of Teaching and Learning  Based on an ethic of care  Connected Knowing  Tutor as Midwife  Self, Voice, Mind  From Sympathy to Agency (students & tutors)  From Midwife to Surrogate (tutor - carrying the story)