Managing the process of change in residential child care: A consultancy approach Export

@article{citeulike:3479322, abstract = {This article explores the impact of a consultancy undertaken with groups of residential child care staff within a large local authority who were experiencing considerable changes in their working environment as a result of a review of residential care structures. The authors were invited to engage directly with staff on an individual and group basis to help them work through the barriers they perceived to changing their approach to practice. The theoretical underpinning for the work was Charles Handy's [1993, Understanding Organisations (Harmondsworth, Penguin)] belief that change is more likely to have a positive outcome when staff have an investment in and contribution to the change processes. The model of change utilised within the sessions with staff was Kurt Lewin's three stages of 'unfreezing', 'change' and 'refreezing'. The consultancy raised a number of issues about the process of change and how this can be achieved within the residential child care context. In particular, it highlighted the problems of assuming that change is a linear process which can be directly controlled and managed in the flux and uncertainty which characterises this sector.}, author = {Watson, David and West, Janice}, citeulike-article-id = {3479322}, citeulike-linkout-0 = {http://dx.doi.org/10.1080/02650530120042037}, doi = {10.1080/02650530120042037}, journal = {Journal of Social Work Practice}, keywords = {care, change, child, consultancy, research, residential}, number = {1}, pages = {91--101}, posted-at = {2008-11-04 16:42:16}, priority = {0}, publisher = {Routledge}, title = {Managing the process of change in residential child care: A consultancy approach}, url = {http://dx.doi.org/10.1080/02650530120042037}, volume = {15}, year = {2001} }

TY - JOUR ID - citeulike:3479322 L3 - citeulike-article-id:3479322 N2 - This article explores the impact of a consultancy undertaken with groups of residential child care staff within a large local authority who were experiencing considerable changes in their working environment as a result of a review of residential care structures. The authors were invited to engage directly with staff on an individual and group basis to help them work through the barriers they perceived to changing their approach to practice. The theoretical underpinning for the work was Charles Handy's [1993, Understanding Organisations (Harmondsworth, Penguin)] belief that change is more likely to have a positive outcome when staff have an investment in and contribution to the change processes. The model of change utilised within the sessions with staff was Kurt Lewin's three stages of 'unfreezing', 'change' and 'refreezing'. The consultancy raised a number of issues about the process of change and how this can be achieved within the residential child care context. In particular, it highlighted the problems of assuming that change is a linear process which can be directly controlled and managed in the flux and uncertainty which characterises this sector. IS - 1 JF - Journal of Social Work Practice EP - 101 TI - Managing the process of change in residential child care: A consultancy approach PB - Routledge VL - 15 SP - 91 KW - care KW - change KW - child KW - consultancy KW - research KW - residential AU - Watson, David AU - West, Janice PY - 2001/// UR - http://dx.doi.org/10.1080/02650530120042037 ER -