Positive risk-taking and risk decision-making are challenges that can be achieved with greater confidence if the right conditions are in place. For practitioners in health and social care services, and for others beyond these services, a number of factors can influence your degree of confidence in your decision-making.
Being genuinely person-centred, as we are always dealing with an individual with their unique combination of strengths alongside the problems and risks. Good team-working, and support and supervision, can greatly influence the quality of decisions influenced through the culture of the team or service. The issue of ‘culture’ should also extend to the wider organisation, through the understanding of positive risk-taking and processes of risk decision-making, and supporting people’s decisions irrespective of the outcome if they have followed reasonable guidelines of good practice.
Accessing appropriate tools to guide and influence decision-making, as well as prioritising the time needed for those more complex and challenging decisions.
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“When you train your employees to be risk averse, then you’re preparing your whole company to be reward challenged.” [Morgan Spurlock].
At a strategic level we are continually expanding the language, but essentially using new words and phrases to say the same thing… recovery, personalisation, self-directed support, person-centred planning, re-ablement/re-enablement. Nobody can seriously disagree with the premise that service users should be given a voice in order to say what they need and want, to reflect on how best to meet their wishes and aspirations, to exercise choice and feel supported in their decision-making. However, there is often a gap between what we are saying we are doing as services, and what service users are experiencing on the receiving end. The distance between strategic vision and practical reality rarely conforms to anyone’s idea of close proximity.
This is where the Strengths Approach or Working with Strengths come into their own… call it what you will, but we need some way of translating the big picture into something that is clearly understood and able to be delivered by workers with service users (and carers). We can talk about journeys all day long, but unless you can walk it unaided then we need a vehicle, a route map, a travel guide or companion… a means of travelling that journey. The Strengths Approach sets out a clear statement of values and principles to guide and support good practice; it provides fit-for-purpose tools and the necessary guidance on flexible use of such tools; and it sets out practice-based policy statements that help to tie-in the organisation – team – practitioner levels to an agreement on what we are doing to support people to experience the rhetoric of person-centred services in reality.
The Working with Strengths document represents an overview of how this challenge has been met through a collaborative initiative between Practice Based Evidence and Granta Housing Society between 2007 and 2012.