Changing the culture
We have identified that personalisation involves a shift from 'doing for' the child and his or her family to working with children and parents as active citizens to achieve the outcomes they identify as important to them. This involves many changes, not least in organisational and professional cultures. As you saw in Section 1 , unless the culture around services changes, personalisation will not work.
Activity 6.5 explores this question of culture change through the changes required to make the policy of Getting it right for every child (GIRFEC) work in the public sector.
Activity 6.5 Changing the culture
Watch this creative storyboard written by Michelle Drumm (2012) for the Institute for Research and Innovation in Social Services (IRISS) presentation about culture change.
Use your learning log to note down what managers and practitioners can do to contribute to cultural change in professional relationships and organisations.
Alternatively you may want to read about culture change in this short report (or you could attempt both activities).
Both the storyboard and report highlight some key capabilities for practitioners and managers, which include:
- having a vision
- being brave
- being committed
- being enthusiastic
- leading by example (from the top down, but also at every other level).
As Michelle Drumm says in her report, changing the culture is not necessarily about seismic shifts – change often starts off small before it grows wings and takes off. The capabilities of practitioners and managers – their ability to lead others, and facilitate change, for example – are essential to making change happen. The Scottish Social Services Council Framework for Continuous Learning and the NHS Education for Scotland (NES) capability frameworks provide examples of the kinds of capabilities required.