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A Conversation to Plan Implementation 26 th February 2013

Knowledge into Practice: A Strategy and Action Plan for Embedding Knowledge into Practice in Scotland’s Social Services 2012-15. A Conversation to Plan Implementation 26 th February 2013. Overview. 1. Knowledge as transformational change agent.

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A Conversation to Plan Implementation 26 th February 2013

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  1. Knowledge into Practice:A Strategy and Action Plan forEmbedding Knowledge into Practicein Scotland’s Social Services 2012-15 A Conversation to Plan Implementation 26th February 2013

  2. Overview 1. Knowledge as transformational change agent. 2. Enabling better practice and better outcomes at all levels: • System • Team • Practitioner • Service user and carer 3. Practical tools, methods and national support to get knowledge into practice. 4. Telling the story - a continuous narrative of improvement.

  3. 2020 Vision “By 2020 everyone is able to live longer healthier lives at home, or in a homely setting.” “We will have integrated health and social care, a focus on prevention, anticipation and supported self management. …..Whatever the setting, care will be provided to the highest standards of quality and safety, with the person at the centre of all decisions.”

  4. Drivers for change • an ageing population • economic climate • increased public expectations • changes in lifestyle • demographic change • widening inequalities • technology and information

  5. More of the same will not work. “Insanity: doing the same thing over and over again and expecting different results.” Albert Einstein

  6. www.ssks.org.uk Anatomy of transformational change Technology Impact & Outcomes Organisational Leadership Support Workforce skills Sourcing Presenting Sharing Knowledge Infrastructure Services

  7. Physiology of transformational change Energies that drive change: Social Intellectual Psychological Spiritual Communities of practice Social networking Research and practice knowledge Emotional and experiential knowledge Making things better for practitioners and service users.

  8. Leadership at all levels Set direction: Vision and purpose Knowledgetransfer – Know-Why Execution Power to Perform Know-How Knowledge and Skill Wisdom to Judge Know-What Will Co-Creating Meaning & Ideas Know-who Knowledge Support – technology, people, processes Foundations - Infrastructure Adapted from IHI Leadership for Improvement Framework

  9. 1. Networked and distributed leadership 2. Person-Centred Leadership 3. Permission to take control: Think Challenge Act 4. Knowledge as catalyst for radical change. Knowledge into Practice for 2020 Leadership

  10. Knowledge into Practice Vision “ High quality social services whose staff and organisations continuously improve and innovate by applying new knowledge to policy, planning and practice, in order to deliver better outcomes for people who use services and for the wider community.”

  11. Approach

  12. Bridging the gap - methods • Sourcing and combining knowledge from research, practice, experience. • Actionable knowledge – mobile apps, case studies, checklists. • Relational knowledge – communities of practice, social networking, action learning, mentoring, coaching, sharing knowledge between practitioners and service users. • Building workforce capability and organisational support for finding, sharing and applying knowledge.

  13. Telling the Story “Storytelling is as important as evidence-based research findings to improvement.” Plsek, 2007

  14. Service user story Mrs A referred herself to Community Care services because she was increasingly breathless and reluctant to go out. She was lonely and finding it difficult to motivate herself to cook. She also worried about money. Knowledge support for personal outcomes: • COPD investigation and medication review. • Support groups – Health in Later Life, Community Car scheme. • Financial benefits – Pension credit. Adapted from JIT website – Talking Points

  15. System Story:Changing Lives to 2020 Vision Continuous Narrative: Embedding Knowledge into Practice:

  16. An age-old story….. “Knowledge is a treasure, but practice is the key to it.” Lao Tzu 6th century BC

  17. Summing up Transformational change and leadership at all levels requires knowledge of: • Innovations (know-what) • System and context (know-where) • Practitioners and service users adopting the innovation (know-who) • How to create, share and apply knowledge through the way people interact (know-how). Knowledge into Practice provides practical tools and support for all these types of knowledge - to improve frontline practice and outcomes for service users and communities.

  18. Knowledge into Practice:A Strategy and Action Plan forEmbedding Knowledge into Practicein Scotland’s Social Services 2012-15 A Conversation to Plan Implementation 26th February 2013

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