Developing Person Centred Approach (PCA) thinking in staff naturally flows to PCA practices (NSW community participation Service provider). Working with staff in a PCA way flows naturally to PCA practices.
As a leader – you can’t expect others to change the way they work if you cannot change. Show staff that you are changing your work practices where you need to also, that it is a holistic process and no one is excluded.
Acknowledge organisational commitment.
Provide staff the opportunity to reflect on their own values and beliefs and express any concerns they may have.
Have people or identify those who will enable the process – skilled knowledgeable staff with good communication skills and leadership qualities.
Creating a work environment that is of mutual respect and trust. Also and environment that evokes a sense of enrichment and conduciveness to PCA.
Provide opportunities for staff training and education.
Have someone with skills to discuss decisions made under the medical model that may have unintentionally undermined a client and contrast with what the outcomes may have been with a Person Centred approach. This will help in identifying the value of this approach.
Case conferencing can be very powerful in getting full spectrum of staff / GP together. Needs to be facilitated by someone with underpinning PCA knowledge. This is a really good education tool, a practical way for everyone to understand PCA better. It may require some extra resourcing but the long term benefits will make it worth it.
Invest now for better outcomes later. For example investing in staff education and training and in the cultural philosophy of the service will assist with longterm outsomes such as staff retention and attraction. If you are investing in cultural change and better workplace outcomes the service is also more likely to attract clients, volunteers, and involvement from community groups.
Look at what standards need to be met under the medical model and identify how these can be achieved with a PCA approach.
A deep understanding of how to identify and understand the holistic needs of a person with or without Dementia – you can’t teach someone how to work with person with Dementia if they don’t have underpinning knowledge of the holistic needs of a person.
Keep the momentum and motivation going by sharing success stories, validating staff efforts.
Lay the foundations for a successful roll out of PCA. The organisational framework and systems need to support the change and new paradigm.
Change all by itself can be challenging, scary and complex for some people. Resistance can be there for simple reasons, one example might be the fear of failure. Take the time to find out what support individuals might need to travel the journey of change with you.
It would be beneficial to explore the challenges and struggle around the differences between PCA and long established ways of operating – Why do we need to change? Being clear about the reasons why change is needed is essential. It may be clear to you but not to those you are trying to get on board. Be open about what the change will mean for everyone involved and what the desired outcomes are. Using examples of how the current system falls short may help. Discuss why there is a paradigm shift underway.
Consider these key components to a successful implementation of PCA – Capacity, Staff, organisational commitment, education, skills abilities, creativity, individuality and resources.
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