Learning from Successful Safeguarding

1. Learning from Successful Safeguarding Choosing hope over fear… Let the children who watch what we do understand and thank us for choices we can make.’ Barack Obama

2. We are: • Independent consultants working with strengths based approaches • With experience in safeguarding and a call for new ways of working • Offering a framework to build on your expertise, knowledge & experience.

3. Safeguarding success • Looking for the ingredients of practice that worked well • Developing appreciative safeguarding practice • Developing an appreciative model for Case Reviews

4. Learning from success In Newcastle: • Learning about successful safeguarding practice with practitioners and the LSCB • Developing an LCSB good practice panel which invites people to identify and share their best practice; • Conducting an appreciative CR process in which all stakeholders work together to identify success and focus on where change is needed.

5. And elsewhere: • Finding successful safeguarding practice in preparing for a Joint Review • Piloting an Appreciative SCR process - starting with what went right? • Building on successful collaboration to create a strong strategic safeguarding approach with a LCSB.

6. ‘I’ve been involved in countless case reviews…. …and never been satisfied with the outcomes…we never seem to learn anything new; they haven’t made the slightest difference.’ Safeguarding Manager

7. ‘I often think that… ..if that child could see us now they’d say: “What on earth do you think you are doing?!” LCSB member

8. New & deep learning from appreciative case reviews • Asking everyone what went well & what they have learned • Everyone meeting together, overcoming fear & mutual suspicion • Affirming, learning & agreeing next steps together

9. Are good at looking for the unexpected Learning from potential accidents Avoid mistakes becoming ‘undiscussable’ Hierarchy steps aside to support the most relevant expertise – ask everyone Spot the potential consequences of ‘little mistakes that escalate’ Convert personal fear of speaking up to fear of ‘what may happen to others if I don’t speak up?’ ‘We can easily forgive a child who is afraid of the dark. The real tragedy is when men are afraid of the light.’ Plato High reliability organisations:Weick and Sutcliff (2001)

10. In the long run, what is likely to be more useful: Demoralizing a successful workforce by concentrating on their failures or helping them over their last few hurdles by building a bridge with their successes? Thomas White, President GTE

11. Organisations move in the direction of… • The questions they ask • The stories they tell • Their most powerful images of the future.

12. Judged on what we can build, not what we destroy(Obama) • People own what they have helped to create • In every situation, something works and we can build on these examples • Getting more of what we focus on, we choose carefully • Change begins with our first questions

13. Changing our focus Focus

14. Starting the change with our very first questions • What do we know works well? • What do we want more of? • How can we make that happen?

15. Choice One – Focus of Review Deficits or strengths?

16. Deep Learning ..takes place when people: ‘see the larger whole and their connectedness to this wholeness.’Peter Senge

17. Choice Two – Review process ‘None of us is as smart as all of us’* • Working with the whole system • Getting all the voices in the room • Sharing & understanding one another’s perspectives • Collective insight creates collective wisdom • Moving forward together *Japanese proverb

18. An new modelInternal Learning Inquiry • Whole system review – involving everyone together • Using AI cycle and starting with appreciative questions • Collaborative approach to understanding • Open, respectful dialogue in a blame free environment • Inquiry takes place over 2-3 days, real time. • Shared understanding and actions are agreed by everyone and become the report and next steps • High ownership; change starts immediately including building and renewal of relationships, connections and working arrangements between agencies.

19. Discovery ‘Let us not look back in anger, nor forward in fear, but around in awareness.’James Thurber

20. Discovering what works well • Talk to your neighbour for the next 10 minutes • Listener: ask questions, listen, encourage, look for the positives, note the highlights • Speaker: chance to tell your story un-interrupted • 5 minutes each and swap

21. If Serious Case Reviews were truly effective, what would they look like? 1. Tell your neighbour about a time when you have seen safeguarding practice save a child What happened? What did you and others do? 2. If you had 1 wish for the future of UK safeguarding what would it be?

22. Impact of our model • Everyone is involved: working, learning, changing and acting together, • Their work and contributions are valued and morale is enhanced • Mistakes are regarded as opportunities for learning • Change begins straight away • Everyone has contributed to the Report • Reporting and dissemination are outcomes of the process • People embrace agreed changes with a shared motivation and enthusiasm • Shorter timescales • Cost effective – in time and money

23. Unclenching our fists… Barak Obama • Build on the best of what’s working now Inquire together about the best of our existing processes e.g. ‘Working Together’ and fulfilling its requirements • Begin from a motivated place where deep learning & change begin straight away • Purposeful activity that is safe for children and practitioners • Join us on March 23rd to inquire further.

24. Testimonials from a LSCB • Having some fun with the ‘envisioning the ideal future’ exercise! Excellent exercise. Strong messages and learning. • Mixing with other professionals and getting to know them. Positive attitude to safeguarding and change is possible. • Thinking about solutions to getting the best from the ‘system’. • A renewed enthusiasm!

25. Choosing hope over fearBarak Obama Let us be the risk takers, the doers. The ground is shifting beneath us, we are already asking: What can we do? What will you do…..??

26. About Appreciative Inquiry

27. Appreciative Inquiry (AI) A positive approach to learning and change Appreciate • Recognize the quality of … • Be fully aware of or sensitive to… • To raise in value or worth Inquiry • A process of gathering information for the purpose of learning and changing.

28. Using AI – Five ‘D’ Cycle Definition: Decide What to Learn About Discovery: Explore, inquire Themes - Positive Core Dream/Imagine: Picture what might be; create shared images for a preferred future Destiny: Sustaining the Change AppreciativeTopic What do you Want More of? Design: Find innovative ways to create that future; Breakthrough propositions

29. Discovery “The real voyage of discovery consists not in seeing new landscapes, but in seeing with new eyes”. Marcel Proust

30. If we allow ourselves to imagine “ what if….?” We will soon be asking: “Why Not?!”

31. Agreeing what matters If we could do everything we are capable of doing, we would astound ourselves ‘ Thomas Edison

32. Making a start ‘Whatever you can do or dream you can do, begin it. Boldness has genius & magic in it’Goethe

33. Making it happen If you want to build a ship, don't drum up men to gather wood, give orders, and divide the work.  Rather, teach them to yearn for the far and endless sea.’ Antoine de Saint-Exupery

34. Why it worksPrinciples of the approach • In every society, organisation, team and group, some things work well. (strengths based) • Organisations grow in the direction of what they ask questions about (social construction) • People are more confident in moving to an uncertain future when they carry forward the best parts of the past (continuity and innovation). • Change is seen as a journey rather than a one-off event and begins right away(on-going) • Everyone in the system participates (involvement)

35. Manchester Heart Centre • Leadership development • Creating a sea-change in culture and behaviour within the Centre ‘We are now more business-like, but not at the expense of humanity’

36. BEFORE Feeling isolated Feeling checked up on In the dark Cliques Favouritism (Alfred and Shohet 2006) AFTER Openness Approachability Empowerment Professionalism Honesty OK to make mistakes Early achievement of targets The impact of working with AI

37. Feedback about creating change A remarkable level of positive feedback. Even those with a gold medal for cynicism now have a thirst and enthusiasm for change. AI shaped the structure of the project and then disappeared. The process was less important than the topic which we were all focusing. We were not aware of moving through the different stages – we were just working out what we wanted to do next. I am amazed at how far people moved during a single day. We have a new understanding of and support for our journey of change. An effective model, which generates enthusiasm, energy and a wish for change, and is fun to do. Brilliant.

38. Useful References • What is Appreciative Inquiry? by Joe Hall & Sue Hammond, www.thinbook.com • Appreciative Inquiry: Change at the Speed of Imagination, by Jane Magruder Watkins and Bernard J. Mohr. • The Power of Appreciative Inquiry. A practical guide to positive change. Diana Whitney and Amanda Trosten Bloom 2003 • Appreciative Inquiry Handbook, David Cooperrider, Diana Whitney and Jackie Stavros, 2003 • Appreciative Inquiry: Igniting Transformative Action,” by Bernard Mohr. From The Systems Thinker, Volume 12, #1, 2001, at www.pegasuscommunications.com. • Presence: by Peter Senge et al • Theory U:by C Otto Scharmer • Other Resources: • AI Commons website at http://appreciativeinquiry.cwru.edu/ • www.julie-barnes.co.uk and www.mooreinsight.co.uk