Person-Centred Thinking with Older People by Bown, Helen -- Read -- Imperial Library of Trantor

Index

Cover Half Title By The Same Authors Title Page Copyright Contents Acknowledgements Preface Introduction

What does ‘person-centred team’ mean? Why are person-centred teams important to delivering personalised or person-centred services? What would you see in a person-centred team?

Chapter 1 Profiles and Plans

One-page profiles Good practice guidance for one-page profiles

The benefits of one-page staff profiles

Start with introductions Matching staff to people, tasks and roles Performance management From a one-page profile to a person-centred team plan

Chapter 2 Purpose

Purpose questions Why does ‘purpose’ matter? What do we mean by ‘purpose’? Who decides on the team’s purpose? Who needs to be involved? Different ways to clarify the team’s purpose Purpose question 1: why are we here?

Think about purpose from different perspectives Getting to purpose via negative brainstorming Using appreciative visioning to get to purpose Create a purpose poster

Purpose question 2: why am I part of this team?

Prioritising values to create an individual purpose statement Alignment of personal and team purpose

Getting started How to record this in your person-centred team plan

Chapter 3 People

People questions Why focus on ‘people’? Engagement Emotional Intelligence Extending person-centred practices Know your people People question 1: who are we?

Appreciation Learning about people through histories What’s important in the future

People question 2: how do we support one another?

Good days and bad days Stress and support Using established instruments Person-centred team reviews

Getting started

Make time Start where people are Lead by example Be clear about purpose and quality Decide on standardisation versus creativity

Recording the information in profiles

Start with a one-page team profile Use the team foundation graphic Add everyone’s profile to the purpose statement Synthesise the information from the profiles and search for common themes

Chapter 4 Performance

Performance questions Why is performance important? What is meant by ‘performance’? Aligning purpose, people and performance Clarifying performance

One-page strategy Starbursting

Performance question 1: what does success look like?

The Doughnut Shared Doughnuts

Performance question 2: how can we know how well we are doing?

Agreeing on individual performance targets

The Expectation Arrow

Actions: what will I do? Importance: why is it important that I do this? Measures: what will it look like when it is done well?

Getting started

Answer the why? question before you start What works for your team? Looking forward or backwards? Have a clear line of sight from purpose to what success looks like Choose doable and proportionate measures Balance metrics with ‘soft data’ Agree on core responsibilities or performance standards

Recording the information in the person-centred team plan

Chapter 5 Process

Process questions What does ‘process’ mean? Why is process important?

Overall team health Processes to deliver success

Process question 1: how will we work together?

Guidelines

Develop Positive and Productive Meetings

Rounds Agenda development

Practice clear, shared decision making Who needs to be involved in decision making?

How are you and others involved in the decision?

Process question 2: how will we achieve success? Steps to Success

Matching

Adopt a person-centred approach to supervision Items for Discussion or Decision Getting started

What do you think your team needs? Hear what everyone’s top priorities are Make sure meetings are positive and productive Change supervision to make it more person-centred

Recording process in the person-centred team plan

Start with guidelines or ground rules Add details Get the right balance between rules and principles

Chapter 6 Progress

Why is progress important? What does ‘progress’ mean?

Seek input from multiple perspectives Use the team plan to frame learning and problem solving

Progress question 1: how are we doing?

Learning logs Four-plus-one questions Using working/not working from different perspectives Five Ways to Well-Being Learning logs for teams Person-centred reviews Generating team actions during a team review by reflecting on the five Ps Working Together for Change (WTFC) Addressing poor performance

Progress question 2: how can we improve?

To GROW model Four-plus-one questions Working Together for Change (WTFC) Aligning planning across the organisation

Getting started

How do you know how you’re doing? Try something new

Recording progress in the person-centred team plan

Conclusion

How can person-centred teams contribute to employee engagement and satisfaction?

Twelve questions relating to employee engagement and satisfaction Getting started in one day

APPENDIX 1 Person-Centred Team Self-Assessment About the Authors Endnotes Index

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