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Save Multi-agency services: Advice on managing change
Although it can be new and different, people generally like working in a multi-agency way. They feel excited about sharing good practice, working in new ways and preventing families from 'falling through the cracks'.
'Change is difficult to achieve unless there is clear commitment from leaders, and unless the workforce are made to feel valued by being encouraged to contribute to the process. Consultation and inclusivity are key to successful change.'
Stakeholder consultation
But the process of moving to this way of working needs to be managed carefully if the service is to achieve its desired outcomes. You may find some of the following suggestions helpful in overcoming some of the hurdles associated with change.
- Establish a sense of urgency, but don't expect cultural change to happen overnight – this takes time to become embedded.
- Encourage openness and honesty – being upfront about the tensions that lie at the heart of multi-agency working can be a catalyst for energetic discussions and getting closer to a shared understanding.
- Promote the benefits of the change and address 'what's in it for me?' at the rational, political and emotional levels for practitioners and leadership at all levels.
- Find time and space to deal with the change agenda.
- Find time for joint training to promote sensitivity to each other and new working practices.
- Hold frequent and inclusive meetings for all staff.
- Promote positive working relationships – find what works and don't make changes for change's sake.
- Get management structures right – people can respond negatively to what they perceive as over-management or confusing arrangements which make them question where their loyalties should lie and to whom they are responsible.
- Draw on the high-level support that exists for the initiative, if they can help overcome any stumbling blocks.
- Leadership must be robust, continuous and determined to ensure that changes are taken seriously and are taking place. Review practice regularly to see if changes are being sustained.
- Embedding change means supporting people to do things differently by providing them with the tools, training and preparation to make the lasting changes that are required.
- Middle managers in the contributing agencies should be fully engaged in supporting the development of new procedures and ways of working, both in their own work and in managing and supervising the work of their staff.
- Children and young people should be consulted and involved in the development of new policies, procedures and working practices. They have more confidence and trust in professionals who talk to them and who show that they are listening to their fears and concerns. Their participation can be encouraged by building on existing ways of communicating with children and young people and through creative methods and approaches.
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Last updated on 05/05/2009
