Step 6

Process Steps Tools What is it? When should I use it? Document

Step 6 – Implement the changes

6S

A systematic way of creating a workplace is calm, orderly, tidy, efficient and set up for maximum flow at all times. It requires coordination and commitment

Using the person-centred culture index tool also provides feedback on whether the workplace is experienced by staff to be person centred ( link to tool)

Using the modified Texas tool provides feedback on whether a safety culture is experienced

6S Checklist

Person Centred Practice Index

Modified Texas Safety Culture Tool

Observation of practice

Use observations of practice to evaluate what is the pervading focus within particular cultures by using the senses to observe

Observations of Practice Tool

Triads

Triads can be used to explore problems, issues or task resolutions

Participants divide into groups of 3 in the following roles:

Presenter- who presents the problem/ issue/ task

Enabler- helps the presenter with his or her ‘task/problem/issue’ by trying to get the presenter to think through his or her issues.

Observer- listens to what is being said. observing the verbal interaction and consider what questions/responses were more/less helpful in enabling the presenter to move forward his or her issue

Triads

 

Herons 6 categories of intervention

John Heron’s framework provides a model for analysing how you provide help and whether you are drawing on a full range of interventions.

Heron’s model has two basic styles – “authoritative” and “facilitative” which further breakdown into six categories to describe how people intervene when helping.

If a helping intervention is “authoritative”, it means that the person “helping” is giving information, challenging the other person or suggesting what the other person should do.

If a helping intervention is “facilitative”, it means that the person “helping” is drawing out ideas, solutions, self-confidence, and so on, from the other person, helping him or her to reach his or her own solutions or decisions.

Preview of “Heron's Six Categories of Intervention'

Action learning

 

Action learning is a powerful method of learning that enables the person to develop insights into their own actions and consequences of these, as well as the factors that influence them.  It involves aAsmall group of people meet to discuss work related issues support one another and enable action. 

The process is non-directive, non-judgemental, supportive, and confidential.  Set members present a current work issue they are experiencing and the other members of the group ask questions. 

The crucial point here is that the other set members are asking questions to further their understanding of the presenter’s issue and NOT to give advice.

The presenter identifies their own action and reports back on their progress at the next meeting. The process is powerful precisely because participants make their own decisions, take their own actions and are held accountable by their peers.

Action Learning

PDSA See PDSA details earlier in the toolkit