Successful capacity building and change initiatives (service development) require an understanding of the culture of the service in which we work; exploring and addressing both the recognition of and responsiveness to working with diversity provides an opportunity to reflect on the culture of the service itself.
DO YOU REGULARLY REFLECT ON HOW YOUR SERVICE WORKS WITH OTHER HEALTH BELIEFS?
Our health systems tend to coalesce around a core of Western societal values that include a biomedical model of health, a focus on individual attainment, independence and responsibility, as well other key values in regard to expectations of people, authority, systems and behaviours.
Without constant reflection, the drive to conformity and uniformity in approach and attitudes tends to work against social change and diversity and the delivery of person-centred care.
Hargovind, in Organisational Change Models, suggests that a strategy for change includes three developmental phases (click to access the relevant section):
1. Inform Phase: This phase forms the foundation for later development of support for the change. It prepares people for changing their behaviour. It consists mainly of making people aware of change and why it is occurring.
2. Educate Phase: This phase marks a passage into an understanding of what the change means for them. This enables people to begin making decisions about whether to accept or reject the change. During this phase, the stakeholders begin to understand how the change will directly impact them and their routines; and, it will be necessary to present information about the change that promotes a positive perception.
3. Commit Phase: The change is implemented during this phase. Everything up to this point has been preparation for the change. During this phase the change is acted upon and becomes part of everyday life for the stakeholders.