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Constructing World

Constructing World. Workshop about Rusmiddelcenter Odense (Center for Drug Abusers in Odense) Hasse Thomas Jacobsen, FAB/RusmiddelCenter Odense Jørgen Gjengedal Madsen, MacMann Berg.

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Constructing World

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  1. Constructing World Workshop about Rusmiddelcenter Odense (Center for Drug Abusers in Odense) Hasse Thomas Jacobsen, FAB/RusmiddelCenter Odense Jørgen Gjengedal Madsen, MacMann Berg

  2. “Coming to the Center for Drug Abusers, I live a MUCH better and ’normal’ life, which I am very gratefull for. Therefore I want to thank MacMann Berg and all the others who are doing a great job. I hope the Center will continue to exist in order to help many more lost PEOPLE”. A mail from a drug abuser from Odense.

  3. Presentations • Hasse Jacobsen, Deputy Manager RusmiddelCenter Odense • Masters of Arts in Litterature, Master in Public Management • Studies in systemic theories since 2003 • Working experience from folk high school, residential institution for mentally disabled people and drug treatment centre • Jørgen Gjengedal Madsen • Director of MacMann Berg Group • Consultant MacMann Berg DK • Studies in systemic theories since 1992 • Author and co-author of several articles and books about systemic leadership • xxxxxxxxxxx

  4. Key points • Working with the whole organisation • Connecting systemic ideas to the strategy of the organisation • Epistemology – a way of understanding human beings

  5. The workshop • Short introduction • The past – some historical points • How did we change the organisation? • The content of the internal education • The form of the internal education • Connections and ideas

  6. The past – before 2001 • Clients/Users were unsatisfied with treatment and staff • Staff was unsatisfied with management • Co-operative partners (municipalities, pharmacies, generel practitioners…) were unsatisfied with the treatment centre • Complaints from staff about the management to the county administration • Danish Working Environment Authority began looking at the organisation because of staff dissatisfaction • More than 10 members of the staff were in treatment at the Working Environmental clinic • Time from contact to treatment was more than 10 months, more than 70 clients/users on waiting list • Treatment based upon private beliefs, not professionalism and evidence • High degree of control in treatment, positive urine tests led to dischargement • Continued drug abuse while in treatment was seen as lack of motivation • Calling for help – thorough investigation by external consultants

  7. The past – before 2001 Employer • In the beginning I was employed in a 6 months vacancy and after 2-3 months I was relieved that it was only a temporary vacancy because then I could get my things and leave. There was very little appreciation. There were some problems with staff that were dealt with in a highly inappropriate way – at times almost violently. Manager • I couldn’t cope with the fact that in my own opinion I was not doing my job properly. I constantly had to do things, that I didn’t believe in.

  8. How did we change the organisation? • New management and reorganisation • Working with the organisation from buttom to top - starting with the top • Systemic thinking and systemic leadership as a strategi for the whole organisation • Systemic education for everybody in the organisation in order to develop communication, reflexion, professionalism, organisational development and sharing of knowledge • Why did we choose a systemic approach? • De- and re-contructing the stories in and about the organisation • From de-preciative to appreciative • From ”about” the client to ”with” the client • From troublesome to constructive collaborators • From staff as necessary to staff as a ressource • From control to trust • From ”private belief” to professionalism

  9. The form of the internal education • First step - all managers educated in systemic thinking • Second step – all staff educated in systemic thinking, and managers on each education seen as ressources • Third step – linking education to praxis • Fourth step – ressource persons in each division • Fifth step – an on-going process

  10. The effect of the internal education • Evaluation of internal education in 2007 showed considerable effect on a lot of parameters: • Appreciative capacity • Manager – staff • Staff – staff • Staf - Clients • Communication • Influence • Better use of the competences of the staff • Better understanding of treatment from the clients´ perspective • Expenses for inpatient treatment from 38 mill. (1999) to 5 mill. (2009) • Clients: • They say things more directly now • They have become better at asking • More positive atmosphere, more respect

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