The social services and social care system is complex and we face enormous challenges including a lack of resources, squeezed budgets, burnt-out staff and moral distress. The social work profession and identity are being eroded. Social work needs to defend itself; it’s struggling to have its voice heard. We urgently need to reassess social work values in these really difficult times...
Sound familiar? I’ve been thinking recently about the impact of some of the narratives in our group discussions, meetings and workshops. How do people leave the (virtual) room feeling? Empowered and confident they can make a difference? Hopeful? Inspired? Brave? No, me neither. This is not to say any of those statements are untrue and are not keenly felt, but rather to reflect on the impact of this familiar narrative on our capability to feel like we can make a change. If hope, inspiration and courage are needed for creativity and innovation, how do our narratives serve this? Are there other conversations missing about what works? Are there parts of the narrative we need to reframe? Whose voices are missing and what questions do we need to ask?
Great expectations
I wonder if other conversations are missing because of our expectations. There’s something about a new framework, refreshed guidance, research report or reorganisation that sets an expectation that these will leverage the change we desperately need. They must work because that’s what we’re doing (through more effective levers involve shifting mindsets, behaviour and culture). Frameworks and guidance are necessary components, but maybe we expect them to do things they’re not designed to do. Things designed for the desktop can’t deliver change and we shouldn't expect them to. I’ve noticed conversations often seem to stop at ‘this is how and when we’re going to publish our new research / report / framework’. Amplifying messages from research is an important part of change work but after receiving new evidence, are people clear on what they need to do and how? Do they understand how to implement report recommendations?
Changing the conversation
This reminded me of a recent practice improvement example that had its roots in having a different conversation around a wicked issue - chronologies. Changing the conversation supported a new way of thinking, added more value to this type of recording, increased understanding and resulted in practitioners approaching the task differently. Expectations were set and clearly communicated. The practitioner leading the change reflected on a tangible improvement being achieved with no extra money and no new IT systems.
It could be argued that we’re good at changing our language in social work and social care. People are no longer ‘hard to reach’ but ‘seldom heard’, people aren’t ‘service users’ but ‘supported people’. Bryony Shannon writes at length about the language we use in Rewriting Social Care; the Promise Scotland states that “Scotland must understand that ‘language creates realities’” to shift how children and young people can expect to be looked-after by corporate parents. We know language matters and we’ve made changes. But, do we need to rebalance our narratives and, importantly, our energy between ‘problem rehearsal’ and what really works in the implementation gap?
What inspires you?
Think of a conversation that made you feel inspired and brave to tackle a change? What was it that made the difference?
How can Iriss help?
We offer a range of services and bespoke support to help you change how you do things in your team, service or organisation. Get in touch to find out more: services@iriss.org.uk
