So, what does funky and creative working look like when you have to implement things through a team? It is one thing for a creative individual to plough their own furrow, but as soon as you get two or more people together the opportunity arises for three or more opinions on how to go about things! In this episode I outline my consultancy work across 2000-2010 with an assertive outreach team that was based in Kettering, Northamptonshire. The vision was largely developed by the team manager, Sue Jugon, with reference to the training I undertook as part of the Sainsbury Centre for Mental Health. It requires careful recruitment, and the type of training and practice development support established at the time as the Practice Based Evidence consultancy. What it looks like is a commitment to good clear communication, flexible working, and on-going reflection and developmental support. The outcomes were best reflected in the changes seen in what were deemed to be very challenging clients when you devote sufficient respectful time, and deliver client-centred working rather than overblown service rhetoric.

So, what does funky and creative working look like when you have to implement things through a team? It is one thing for a creative individual to plough their own furrow, but as soon as you get two or more people together the opportunity arises for three or more opinions on how to go about things! In this episode I outline my consultancy work across 2000-2010 with an assertive outreach team that was based in Kettering, Northamptonshire. The vision was largely developed by the team manager, Sue Jugon, with reference to the training I undertook as part of the Sainsbury Centre for Mental Health. It requires careful recruitment, and the type of training and practice development support established at the time as the Practice Based Evidence consultancy. What it looks like is a commitment to good clear communication, flexible working, and on-going reflection and developmental support. The outcomes were best reflected in the changes seen in what were deemed to be very challenging clients when you devote sufficient respectful time, and deliver client-centred working rather than overblown service rhetoric.

095 A Funky Case Study

We spend so many hours, and restless nights, focused on work, so don't we deserve to get enjoyment, fun and creative challenge in our work? Managerial structures, systems, procedures and processes are designed to achieve consistency and homogeneity of output. Monitoring and auditing of standards and targets keeps a watchful eye how we work. So, are we in danger of losing the pursuit of genuine creative endeavour? Where will positive risk-taking fit into this controlled picture? In this episode I reflect on a review of a previous book I co-authored that identified our approach as 'Funky Mental Health'. Funky ways of working are about working with and around the rules; breaking the rules in a creative rather than illegal way. It is about pushing the boundaries, but needs a few conditions to support it to happen. I outline how it needs a vision, a guide of what exceptional people do naturally, a flexible environment, and team-working. I also reference a classic example of putting all of this into practice from my Practice Based Evidence consultancy work.

We spend so many hours, and restless nights, focused on work, so don't we deserve to get enjoyment, fun and creative challenge in our work? Managerial structures, systems, procedures and processes are designed to achieve consistency and homogeneity of output. Monitoring and auditing of standards and targets keeps a watchful eye how we work. So, are we in danger of losing the pursuit of genuine creative endeavour? Where will positive risk-taking fit into this controlled picture? In this episode I reflect on a review of a previous book I co-authored that identified our approach as 'Funky Mental Health'. Funky ways of working are about working with and around the rules; breaking the rules in a creative rather than illegal way. It is about pushing the boundaries, but needs a few conditions to support it to happen. I outline how it needs a vision, a guide of what exceptional people do naturally, a flexible environment, and team-working. I also reference a classic example of putting all of this into practice from my Practice Based Evidence consultancy work.

094 Making it funky

How serious are we about truly developing the talent of our key people? The world is over-populated with academic pursuit of leadership initiatives, all competing to produce people with accredited qualifications. But what about developing people with the confidence to deliver on the practical day-to-day challenges that our businesses through at people? In this episode I outline my specifically created Strengths Leadership Programme for the key staff members... our team leaders &amp; team managers. Based in the Gallup research and literature it focuses on identifying talent, developing strengths, and applying this knowledge to personal and team development in the practices that team leaders work in every day. It offers a 4-day workshop introduction, but is focused more on local impact of knowledge through supervised and supported practice over a year, and the nurturing of specific peer group support. If you're looking for another certificate to hang on the wall go somewhere else.

How serious are we about truly developing the talent of our key people? The world is over-populated with academic pursuit of leadership initiatives, all competing to produce people with accredited qualifications. But what about developing people with the confidence to deliver on the practical day-to-day challenges that our businesses through at people? In this episode I outline my specifically created Strengths Leadership Programme for the key staff members... our team leaders &amp; team managers. Based in the Gallup research and literature it focuses on identifying talent, developing strengths, and applying this knowledge to personal and team development in the practices that team leaders work in every day. It offers a 4-day workshop introduction, but is focused more on local impact of knowledge through supervised and supported practice over a year, and the nurturing of specific peer group support. If you're looking for another certificate to hang on the wall go somewhere else.

093 A Strengths Leadership Programme

How do you go about identifying your natural talents? Most of us stroll through life largely oblivious to what we may excel at. Either we are subject to the constant focus on our weaknesses, and attempting to get them fixed, in the flawed assumption that this helps us to massively improve our performance. Or, we are simply just not aware of resources that can focus attention more on the task of identifying the talents and developing our true strengths. The Gallup organisation has not just researched this area for several decades, but also mined the massive database to inform and develop the tools for strengths development. In this episode I reflect on this process of identifying talents and developing strengths. I use my own results from taking the StrengthsFinder test (on two separate occasions) to illustrate the process and themes of talent that have emerged out of the Gallup work.

How do you go about identifying your natural talents? Most of us stroll through life largely oblivious to what we may excel at. Either we are subject to the constant focus on our weaknesses, and attempting to get them fixed, in the flawed assumption that this helps us to massively improve our performance. Or, we are simply just not aware of resources that can focus attention more on the task of identifying the talents and developing our true strengths. The Gallup organisation has not just researched this area for several decades, but also mined the massive database to inform and develop the tools for strengths development. In this episode I reflect on this process of identifying talents and developing strengths. I use my own results from taking the StrengthsFinder test (on two separate occasions) to illustrate the process and themes of talent that have emerged out of the Gallup work.

092 Using StrengthsFinder

It's one thing to have a great idea but another entirely to put it successfully into practice, particularly if it is about delivering on difficult and challenging decisions. What does it take to put positive risk-taking into practice with clarity and confidence? This was a concept I developed in 1994 and have been refining and implementing with so many people in the intervening years. Everyone wants to feel like they do good risk-taking practice, but when examined closely there are a plethora of obstacles to be overcome in the process. In this episode I outline a list of 14 essential ingredients for putting positive risk-taking into practice. A combination of shared understanding by individuals, teams and organisation management is a good starting point; but that is often difficult enough to achieve. I outline the value of strengths-based practice for underpinning good risk-taking decisions, as well as consensus in teams, adequate training, supervision and support, and the application of checklists and tools I designed specifically for the purpose.

It's one thing to have a great idea but another entirely to put it successfully into practice, particularly if it is about delivering on difficult and challenging decisions. What does it take to put positive risk-taking into practice with clarity and confidence? This was a concept I developed in 1994 and have been refining and implementing with so many people in the intervening years. Everyone wants to feel like they do good risk-taking practice, but when examined closely there are a plethora of obstacles to be overcome in the process. In this episode I outline a list of 14 essential ingredients for putting positive risk-taking into practice. A combination of shared understanding by individuals, teams and organisation management is a good starting point; but that is often difficult enough to achieve. I outline the value of strengths-based practice for underpinning good risk-taking decisions, as well as consensus in teams, adequate training, supervision and support, and the application of checklists and tools I designed specifically for the purpose.

091 Positive Risk-Taking in practice

A good idea is about 10 percent of the effort, it's the implementation and hard work that makes up the bulk of the effort. But how do we go about identifying and implementing good ideas? What can we use to help us deliver great work? In the case of a Strengths Approach and Positive Risk-Taking, two of my signature ways of working, I have developed specific practice development tools to help not just identify the ideas but just as importantly put them into practice. In this episode I outline the Practice Based Evidence evaluation and implementation tools I use in my team development work to put these two particular concepts into practice. These are practice-based tools to be owned and used by frontline staff and teams; these are definitely not managerial tools with a top-down need to audit. There comes a moment when you need to stop revving up the car and shove it into gear (David Maloney), and these tools are part of the gear mechanism not the braking system!

A good idea is about 10 percent of the effort, it's the implementation and hard work that makes up the bulk of the effort. But how do we go about identifying and implementing good ideas? What can we use to help us deliver great work? In the case of a Strengths Approach and Positive Risk-Taking, two of my signature ways of working, I have developed specific practice development tools to help not just identify the ideas but just as importantly put them into practice. In this episode I outline the Practice Based Evidence evaluation and implementation tools I use in my team development work to put these two particular concepts into practice. These are practice-based tools to be owned and used by frontline staff and teams; these are definitely not managerial tools with a top-down need to audit. There comes a moment when you need to stop revving up the car and shove it into gear (David Maloney), and these tools are part of the gear mechanism not the braking system!

090 Implementing great work

Why do we need to be constantly changing things? Is there too much change going on in the world? It is tempting to look back with rose-tinted glasses for the better times, and to bemoan the worst of what is going on at present. But change has undeniably contributed more positive than negative outcomes for most people. However, in business how can we best manage the process of change in order to achieve the forward momentum that brings positive gains? Prefer &amp; Sutton remind us that a google search elicits much more interest in strategy than in implementation; so we are far more likely to want to engage in talking about change than actually doing it. In this episode I recount the 8 key ingredients that Pfeffer &amp; Sutton identify for increasing the odds of making the right kind of change. Listening to people is the most significant factor. I also outline the four forces they suggest are needed to create the environment for change to take place. Change is a fact, it is happening all of the time, so lets get it right.

Why do we need to be constantly changing things? Is there too much change going on in the world? It is tempting to look back with rose-tinted glasses for the better times, and to bemoan the worst of what is going on at present. But change has undeniably contributed more positive than negative outcomes for most people. However, in business how can we best manage the process of change in order to achieve the forward momentum that brings positive gains? Prefer &amp; Sutton remind us that a google search elicits much more interest in strategy than in implementation; so we are far more likely to want to engage in talking about change than actually doing it. In this episode I recount the 8 key ingredients that Pfeffer &amp; Sutton identify for increasing the odds of making the right kind of change. Listening to people is the most significant factor. I also outline the four forces they suggest are needed to create the environment for change to take place. Change is a fact, it is happening all of the time, so lets get it right.

089 Leading or Managing Change

What qualities do we look for in our great leaders and great managers? Can one person embody both functions? The great leader connects people to a vision of a better future, and a great manager instils quality performance in other people to achieve the steps towards the ultimate goals. In this episode I use a series of quotes from the business literature to examine the roles of a great leader and a great manager. It is for you the individual to reflect on how these quotes resonate with your own experiences of being led and managed, and of leading and managing. I also briefly reflect on some of my experiences across the last 30 years of being led and managed. 

What qualities do we look for in our great leaders and great managers? Can one person embody both functions? The great leader connects people to a vision of a better future, and a great manager instils quality performance in other people to achieve the steps towards the ultimate goals. In this episode I use a series of quotes from the business literature to examine the roles of a great leader and a great manager. It is for you the individual to reflect on how these quotes resonate with your own experiences of being led and managed, and of leading and managing. I also briefly reflect on some of my experiences across the last 30 years of being led and managed.

088 Great Leaders & Great Managers

What is the distinction between leadership and management? Do we need to have more of one and less of the other? Ideally we need the good experiences of both. In this episode I explore the future focus of leadership alongside the present focus of management. Using a series of quotes from the literature the contrast and the complimentary nature of both can emerge, and it is for each of us to reflect on how our own experiences resonate with the messages offered. Leadership can not be learned from academic theory, it needs to be experienced, and for the experience to be refined through constructive feedback. Management should be about people more than it is about systems and processes. The primary functions of management have a place, but they should not be enabled to become the mainframe of the picture that people have to fit into. It is the strengths and creativity of people that contributes most to achievement, not the managerial tools and targets.

What is the distinction between leadership and management? Do we need to have more of one and less of the other? Ideally we need the good experiences of both. In this episode I explore the future focus of leadership alongside the present focus of management. Using a series of quotes from the literature the contrast and the complimentary nature of both can emerge, and it is for each of us to reflect on how our own experiences resonate with the messages offered. Leadership can not be learned from academic theory, it needs to be experienced, and for the experience to be refined through constructive feedback. Management should be about people more than it is about systems and processes. The primary functions of management have a place, but they should not be enabled to become the mainframe of the picture that people have to fit into. It is the strengths and creativity of people that contributes most to achievement, not the managerial tools and targets.

087 Leadership or Management?

Are we really developing the strengths of our staff in the workplace? I previously outlined my own Team Strengths Assessment, but in this episode I focus on the messages emerging from the Gallup organisation strengths research. Buckingham &amp; Coffman published First, Break All The Rules in 1999, which included 12 questions we should continually be asking ourselves to identify if we and our employers are really focused on identifying and exploiting what we do best. The questions focus on personal strengths and support and supervision in the workplace. Do you do what you do best every day? This is the key question to focus on, but whether we do or whether we don't depends so much on having the right conditions within the workplace geared to developing us.

Are we really developing the strengths of our staff in the workplace? I previously outlined my own Team Strengths Assessment, but in this episode I focus on the messages emerging from the Gallup organisation strengths research. Buckingham &amp; Coffman published First, Break All The Rules in 1999, which included 12 questions we should continually be asking ourselves to identify if we and our employers are really focused on identifying and exploiting what we do best. The questions focus on personal strengths and support and supervision in the workplace. Do you do what you do best every day? This is the key question to focus on, but whether we do or whether we don't depends so much on having the right conditions within the workplace geared to developing us.

086 The 12 Questions

If you are looking to identify and develop your strengths and talents, take calculated risks and make decisions, The Strengths Revolution with Steve Morgan will help your personal development, as well as helping you support your clients, employees, teams and wider organisations. Knowing your strengths will also support positive risk-taking and decision making as part of good risk management.

I thoroughly enjoyed listening to Steve&#39;s podcast.  He helps to clear away the mental clutter that often keeps us from seeing our true strengths, and then helps to motivate you to take the next steps in your life.  Good job!

Great Practical Advice and Tips!

talk about being drawn in from the intro! who owns that voice!

Sam Partida

The Strengths Revolution with Steve Morgan | Strengths | Resources | Taking Risks

Solution Focused Therapy has been established in the US since the early 1970's, but didn't make an impact in Europe until the mid to late 1980's. The approach is largely attributed to Steve de Shazer, and has garnered considerable favour with the attibution of 'Brief' in front of its title. Many clients and practitioners alike favour the specific focus on finding solutions through brief interactions and short term interventions. In my work presenting a strengths approach I have often encountered practitioners asking 'isn't this a bit like Brief Solution Focused Therapy?' In this episode I examine the strengths credentials of this approach, with reference to its underlying core principles, the therapeutic roles of clients and practitioners, and its therapeutic approach underpinned by specific lines of inquiry. Discover the secrets of the 'miracle question'.

Solution Focused Therapy has been established in the US since the early 1970's, but didn't make an impact in Europe until the mid to late 1980's. The approach is largely attributed to Steve de Shazer, and has garnered considerable favour with the attibution of 'Brief' in front of its title. Many clients and practitioners alike favour the specific focus on finding solutions through brief interactions and short term interventions. In my work presenting a strengths approach I have often encountered practitioners asking 'isn't this a bit like Brief Solution Focused Therapy?' In this episode I examine the strengths credentials of this approach, with reference to its underlying core principles, the therapeutic roles of clients and practitioners, and its therapeutic approach underpinned by specific lines of inquiry. Discover the secrets of the 'miracle question'.

076 What is solution focused therapy?

We all know what motivation is... it is what gets us out of bed and out of the door. But what if you have a problem with alcohol, or with misuse of other drugs? What role does motivation play in our desire or ability to change our behaviour patterns? In this episode I explore the strengths-based credentials of the concept of motivational interviewing. Introduced by William Miller in the early 1980's, this has become a prominent therapeutic intervention in the field of substance misuse, but what is the concept based on, and how does it work in practice? I attempt to briefly explore some of the questions posed here, look at the strengths &amp; motivational interviewing research, and establish a link to the cycle of change.

We all know what motivation is... it is what gets us out of bed and out of the door. But what if you have a problem with alcohol, or with misuse of other drugs? What role does motivation play in our desire or ability to change our behaviour patterns? In this episode I explore the strengths-based credentials of the concept of motivational interviewing. Introduced by William Miller in the early 1980's, this has become a prominent therapeutic intervention in the field of substance misuse, but what is the concept based on, and how does it work in practice? I attempt to briefly explore some of the questions posed here, look at the strengths &amp; motivational interviewing research, and establish a link to the cycle of change.

075 What is motivational interviewing?

Take a picture of this... it's 1998 and Martin Seligman is just installed as president of the American Psychological Association. He challenges the massed ranks of psychology professionals to change their fundamental ethos, from a focus on pathology to a pursuit of what makes for an excellent life. Positive Psychology is born; but does it match up to its claims to be the birth of a strengths way of thinking for developing a healthy and fulfilling life? Probably not; but what psychologists can lay a more robust claim to is applying the life scientific to a strengths approach. In this episode I explore the underlying claims and concepts that have become known as positive psychology, and also identify how it is put into practice. I also outline the virtues and character strengths that make up the 'manual of the sanities'.

Take a picture of this... it's 1998 and Martin Seligman is just installed as president of the American Psychological Association. He challenges the massed ranks of psychology professionals to change their fundamental ethos, from a focus on pathology to a pursuit of what makes for an excellent life. Positive Psychology is born; but does it match up to its claims to be the birth of a strengths way of thinking for developing a healthy and fulfilling life? Probably not; but what psychologists can lay a more robust claim to is applying the life scientific to a strengths approach. In this episode I explore the underlying claims and concepts that have become known as positive psychology, and also identify how it is put into practice. I also outline the virtues and character strengths that make up the 'manual of the sanities'.

074 What is positive psychology?

AI is more frequently known as Artificial intelligence, but in the context of organisational change I am focusing this episode on Appreciative Inquiry. But, apart from the simple assumption of showing some appreciation to another person, what is it? David Cooperrider and colleagues have claimed this to be a uniquely strengths-based approach to the leadership and management of organisational change; and also that strengths-based management may just be the management innovation of our time! However, the concept of change does not sit easily with everyone; for one thing, it can give the impression that there is never enough time to implement some seriously good ideas before the next management initiative is passed down. In this episode I outline the strengths credentials of Appreciative Inquiry, its 4-dimensional cycle, as well as the 5 principles and 6 essential conditions for it to occur. It may require skilled facilitation by a trained practitioner, but it also offers all of us a positive language to adopt and apply to our own thinking about the organisations we presently inhabit.

AI is more frequently known as Artificial intelligence, but in the context of organisational change I am focusing this episode on Appreciative Inquiry. But, apart from the simple assumption of showing some appreciation to another person, what is it? David Cooperrider and colleagues have claimed this to be a uniquely strengths-based approach to the leadership and management of organisational change; and also that strengths-based management may just be the management innovation of our time! However, the concept of change does not sit easily with everyone; for one thing, it can give the impression that there is never enough time to implement some seriously good ideas before the next management initiative is passed down. In this episode I outline the strengths credentials of Appreciative Inquiry, its 4-dimensional cycle, as well as the 5 principles and 6 essential conditions for it to occur. It may require skilled facilitation by a trained practitioner, but it also offers all of us a positive language to adopt and apply to our own thinking about the organisations we presently inhabit.

073 What is appreciative inquiry?

Working with Strengths is a consistent process of identifying strengths through a strengths assessment, leading to the identification of personal priorities. These priorities become the separate strengths-based support plans, but the identified strengths also apply in managing crises and concerns. In this episode this whole process is illustrated through the details of the case study of Aluna, and African lady arriving in London at a young age, but the victim of horrendous abuses. The case study illustrates how the initial information we receive sets up a very narrow and generally negative picture of a person. Time is the ultimate requirement in order to encourage someone to build trust and engage with services that can be of help and support. The process of engaging trust is most successfully achieved through a focus on a person's capabilities, not by just keeping them focused on the problems and difficulties they experience. Aluna was very clear what she wanted, and how she could work with certain services to achieve her aims, but both she and the services held concerns that a strengths approach can also be adapted to resolve. 

Working with Strengths is a consistent process of identifying strengths through a strengths assessment, leading to the identification of personal priorities. These priorities become the separate strengths-based support plans, but the identified strengths also apply in managing crises and concerns. In this episode this whole process is illustrated through the details of the case study of Aluna, and African lady arriving in London at a young age, but the victim of horrendous abuses. The case study illustrates how the initial information we receive sets up a very narrow and generally negative picture of a person. Time is the ultimate requirement in order to encourage someone to build trust and engage with services that can be of help and support. The process of engaging trust is most successfully achieved through a focus on a person's capabilities, not by just keeping them focused on the problems and difficulties they experience. Aluna was very clear what she wanted, and how she could work with certain services to achieve her aims, but both she and the services held concerns that a strengths approach can also be adapted to resolve.

068 Working with Strengths Case Study

When delivering ideas about a strengths approach I am frequently confronted by the need for practitioners to discuss their most extreme example of a severly depressed completely entrenched person who has no strengths. My immediate response is that everyone has strengths, just on some occasions it is a greater challenge identifying and developing them. The real failure of perception is to take the superficial picture as the whole picture. We need to dig beyond the surface in creative ways that respond to each individual and their personal circumstances. In this episode I outline 10 questions to keep in mind when the search for strengths proves most challenging. These questions have some similarlity with the approach adopted in Brief Solution Focused Therapy, with an emphasis on exception-finding, scaling, coping and what's better types of questions.

When delivering ideas about a strengths approach I am frequently confronted by the need for practitioners to discuss their most extreme example of a severly depressed completely entrenched person who has no strengths. My immediate response is that everyone has strengths, just on some occasions it is a greater challenge identifying and developing them. The real failure of perception is to take the superficial picture as the whole picture. We need to dig beyond the surface in creative ways that respond to each individual and their personal circumstances. In this episode I outline 10 questions to keep in mind when the search for strengths proves most challenging. These questions have some similarlity with the approach adopted in Brief Solution Focused Therapy, with an emphasis on exception-finding, scaling, coping and what's better types of questions.

067 Strengths-Based Questions

You may be a supremely spontaneous individual, but we all still need degrees of planning if we are to be confident of setting in motion the powerful action to help us in achieving our dreams and aspirations. In planning for achievement it is common sense to think that our strengths will be focal in the process, but they apply equally to plans for managing our concerns and crises. 'Working with Strengths' is a process that follows the path of strengths assessment to stated priorities to strengths-based support plans. In this episode I offer brief checklists of prompts to guide the construction of strengths-based plans for achieving our priorities and for managing our concerns. It is the application, not just the identification of our strengths, that enables action and positive change. These checklists should apply equally to personal reflection or to our work in supporting others.

You may be a supremely spontaneous individual, but we all still need degrees of planning if we are to be confident of setting in motion the powerful action to help us in achieving our dreams and aspirations. In planning for achievement it is common sense to think that our strengths will be focal in the process, but they apply equally to plans for managing our concerns and crises. 'Working with Strengths' is a process that follows the path of strengths assessment to stated priorities to strengths-based support plans. In this episode I offer brief checklists of prompts to guide the construction of strengths-based plans for achieving our priorities and for managing our concerns. It is the application, not just the identification of our strengths, that enables action and positive change. These checklists should apply equally to personal reflection or to our work in supporting others.

066 Strengths-Based Planning

How do we go about constructing a strengths assessment? Whether it be reflecting on our selves or working with other people, it is a flexible process developed over time, not a function to be mandated, timed and audited by a managerial approach. For ourselves, it happens as and when we give ourselves time for reflection. With others, it is best achieved through an informal, conversational approach where the other person feels most comfortable; or it emerges from snippets of conversations over a period of time. The focus is to build a positive picture, that can then be applied to achieving the goals we set for ourselves, or others set for themselves. It can be prompted and supported by paper or electronic forms, but they are purely supportive tools not the end purpose. It can be developed by and within teams, but the key is always to be engaging the fullest involvement of the specific person who is the subject of the strengths assessment. In this episode I outline the five main areas of consideration for developing the practice of constructing a strengths assessment.

How do we go about constructing a strengths assessment? Whether it be reflecting on our selves or working with other people, it is a flexible process developed over time, not a function to be mandated, timed and audited by a managerial approach. For ourselves, it happens as and when we give ourselves time for reflection. With others, it is best achieved through an informal, conversational approach where the other person feels most comfortable; or it emerges from snippets of conversations over a period of time. The focus is to build a positive picture, that can then be applied to achieving the goals we set for ourselves, or others set for themselves. It can be prompted and supported by paper or electronic forms, but they are purely supportive tools not the end purpose. It can be developed by and within teams, but the key is always to be engaging the fullest involvement of the specific person who is the subject of the strengths assessment. In this episode I outline the five main areas of consideration for developing the practice of constructing a strengths assessment.

059 Constructing Strengths Assessments

Anne Clilverd

This episode is the first part of an interview with Anne Clilverd, formerly Team Manager of the Kings Cross Community Mental Health Team in London. In this discussion Anne reflects on where she first became aware of Narrative Therapy, how she followed through the specific training faciltated by Michael White, and some of the challenges of embedding it into her primary work role in a community service. The concept of the 'outsider witness' as a distinct function within Narrative Therapy is explored in relation to the therapeutic role offered with clients. Specific reference is made to use of the therapeutic approach in locally designed 'Mental Health Matters' workshops, where a client, carer and practitioner are able to work together in supporting people to tell and analyse their own story. The role of family and cultural values are able to be honoured as an element that can emerge through a workshop style of approach to embedding the ideas of Narrative Therapy. The approach can also be shared and adapted through staff supervision with practitioners open and interested in developing the ideas into their practice, and for exploring how they are functioning in the practitioner role.

This episode is the first part of an interview with Anne Clilverd, formerly Team Manager of the Kings Cross Community Mental Health Team in London. In this discussion Anne reflects on where she first became aware of Narrative Therapy, how she followed through the specific training faciltated by Michael White, and some of the challenges of embedding it into her primary work role in a community service. The concept of the 'outsider witness' as a distinct function within Narrative Therapy is explored in relation to the therapeutic role offered with clients. Specific reference is made to use of the therapeutic approach in locally designed 'Mental Health Matters' workshops, where a client, carer and practitioner are able to work together in supporting people to tell and analyse their own story. The role of family and cultural values are able to be honoured as an element that can emerge through a workshop style of approach to embedding the ideas of Narrative Therapy. The approach can also be shared and adapted through staff supervision with practitioners open and interested in developing the ideas into their practice, and for exploring how they are functioning in the practitioner role.

047 Anne Clilverd Interview ~ Narrative Therapy

The term narrative is important for many reasons; it is the means by which we recount our lives, the events, emotions and experiences that make up the patchwork of our existence. It is the core of each interpersonal relationship, and it has become a continual theme throughout my working career. The fundamental basis of mental health care is the trust and confidence built through the power of working relationships, enabling people to tell their stories. Documenting our work also presents a conflict between the dominance of bureaucratic tick-box approaches and the need to represent someone through a narrative of their lives. Then there is narrative therapy as a psychotherapeutic approach to talking treatments. This episode concludes by outlining two of the core components of narrative therapy, before the next episode which will take the form of an interview with a friend and colleague who has trained in narrative therapy.

The term narrative is important for many reasons; it is the means by which we recount our lives, the events, emotions and experiences that make up the patchwork of our existence. It is the core of each interpersonal relationship, and it has become a continual theme throughout my working career. The fundamental basis of mental health care is the trust and confidence built through the power of working relationships, enabling people to tell their stories. Documenting our work also presents a conflict between the dominance of bureaucratic tick-box approaches and the need to represent someone through a narrative of their lives. Then there is narrative therapy as a psychotherapeutic approach to talking treatments. This episode concludes by outlining two of the core components of narrative therapy, before the next episode which will take the form of an interview with a friend and colleague who has trained in narrative therapy.

046 Valuing Narrative

This episode is an interview with Satsanga (Lawrence Borish) reflecting on a case example of Alice, who he worked with whilst on a family counselling placement in his Masters Degree Social Work training in the US back in 1968. The placement was focused on cultural awareness, and the specific referral emerged through neighbourly concern for a woman whose behaviour and appearance was deteriorating. However, on engaging Alice, Satsanga discusses how, as a young inexperienced social worker, he is suddenly presented with an expression of suicidal ideas. How we respond to these immediate circumstances can have a heavy bearing on the future life of another person. The interview explores issues of engagement of trusting working relationships, working with instinct, exploration of genuine alternatives to suicide, genuine collaboration between a person and a worker... all of which are important components of the process of 'positive risk-taking'. The discussion raises thoughts about how we are supported, or not, to make difficult decisions; and could a decision-making process from a bygone era remain relevant today?

This episode is an interview with Satsanga (Lawrence Borish) reflecting on a case example of Alice, who he worked with whilst on a family counselling placement in his Masters Degree Social Work training in the US back in 1968. The placement was focused on cultural awareness, and the specific referral emerged through neighbourly concern for a woman whose behaviour and appearance was deteriorating. However, on engaging Alice, Satsanga discusses how, as a young inexperienced social worker, he is suddenly presented with an expression of suicidal ideas. How we respond to these immediate circumstances can have a heavy bearing on the future life of another person. The interview explores issues of engagement of trusting working relationships, working with instinct, exploration of genuine alternatives to suicide, genuine collaboration between a person and a worker... all of which are important components of the process of 'positive risk-taking'. The discussion raises thoughts about how we are supported, or not, to make difficult decisions; and could a decision-making process from a bygone era remain relevant today?

042 Suicide Risk

As western industrialised societies have drifted into a post-industrial service industries world, one thing proliferates more than the most infectious of diseases... bureaucracy! Now anything to do with paper, or its electronic offspring, reigns supreme. Managing, auditing and regulating have become effective barriers to creativity and innovation. The new mantra is standardisation, systematisation, uniformity and safety... conformity ensures mediocrity will be the outer limits of permitted imagination. Do the children of today dream and aspire to become a bureaucrat when they grow up? Do they loose sleep over the excitement of their first suit and form to fill? Take with a large degree of caution any bureaucrat promising to reduce the plethora of bureaucracy. It is not in their interests to free up other people to exercise their talents, initiative and decision-making skills.   

As western industrialised societies have drifted into a post-industrial service industries world, one thing proliferates more than the most infectious of diseases... bureaucracy! Now anything to do with paper, or its electronic offspring, reigns supreme. Managing, auditing and regulating have become effective barriers to creativity and innovation. The new mantra is standardisation, systematisation, uniformity and safety... conformity ensures mediocrity will be the outer limits of permitted imagination. Do the children of today dream and aspire to become a bureaucrat when they grow up? Do they loose sleep over the excitement of their first suit and form to fill? Take with a large degree of caution any bureaucrat promising to reduce the plethora of bureaucracy. It is not in their interests to free up other people to exercise their talents, initiative and decision-making skills.

036 Blight of Bureaucracy Part 1

Putting together a business plan is vitally important but requires some caution. We are reminded that the realities of life happen to us while we are busy making other plans. For all the well thought out plans we still need to respond to events and circumstances. This episode explores five reasons why we should be cautious about the amount of time invested in planning, as well as the danger of becoming rigidly attached to our plans. Steve Morgan uses his own experiences through the Practice Based Evidence Consultancy in response to each of the points of caution. 

Putting together a business plan is vitally important but requires some caution. We are reminded that the realities of life happen to us while we are busy making other plans. For all the well thought out plans we still need to respond to events and circumstances. This episode explores five reasons why we should be cautious about the amount of time invested in planning, as well as the danger of becoming rigidly attached to our plans. Steve Morgan uses his own experiences through the Practice Based Evidence Consultancy in response to each of the points of caution.

034 Planning your business Part 2

Whatever your career or business that you are involved in, you may engage in degrees of forward planning. So why put together a business plan? Whether you are 'planning' (i.e. the vision thing) or making plans (i.e. the detail thing), there are a number of good reasons to have a plan for your business or career in place, and also to keep reviewing that plan. This episode sets out 6 reasons in favour of degrees of planning, and uses the presenter's own personal experience in moving from employment in a national organisation to going it alone in self-employment as a case study to illustrate the reasons. The episode finishes with a message of caution through a reality check, life may rarely mirror your plans.

Whatever your career or business that you are involved in, you may engage in degrees of forward planning. So why put together a business plan? Whether you are 'planning' (i.e. the vision thing) or making plans (i.e. the detail thing), there are a number of good reasons to have a plan for your business or career in place, and also to keep reviewing that plan. This episode sets out 6 reasons in favour of degrees of planning, and uses the presenter's own personal experience in moving from employment in a national organisation to going it alone in self-employment as a case study to illustrate the reasons. The episode finishes with a message of caution through a reality check, life may rarely mirror your plans.

033 Planning your business Part 1

What are values? This episode highlights the importance of reflecting on these largely unseen influences on everything we think, we do, we decide, they inform our core beliefs, they are the sum of who we are. Nothing more than that! So, if they have such a significant influence we would be well advised to be more aware of what they are. They come dressed up in almost endless lists of good words, but this episode argues for spending more time examining the impact they have on the ways we behave and act in particular situations. Steve Morgan poses a series of questions to help us explore our underlying values, offering examples from his own experiences by way of illustration. Core personal and corporate values are contrasted, and examples are identified of where conflicting values can contribute to better decisions, or even disasters. As a strengths approach, the examination of values is one way of demonstrating how we are putting genuine person-centred practice into action.

What are values? This episode highlights the importance of reflecting on these largely unseen influences on everything we think, we do, we decide, they inform our core beliefs, they are the sum of who we are. Nothing more than that! So, if they have such a significant influence we would be well advised to be more aware of what they are. They come dressed up in almost endless lists of good words, but this episode argues for spending more time examining the impact they have on the ways we behave and act in particular situations. Steve Morgan poses a series of questions to help us explore our underlying values, offering examples from his own experiences by way of illustration. Core personal and corporate values are contrasted, and examples are identified of where conflicting values can contribute to better decisions, or even disasters. As a strengths approach, the examination of values is one way of demonstrating how we are putting genuine person-centred practice into action.

027 Identifying values

How do we go about making decisions? The answer partly depends on the situations or circumstances we are in... situational decision-making is an assessment of the situation followed by a quick mental simulation of the likely outcome of our chosen course of action. It is based in experience, responds to pressures on available time, and helps us manage ambiguous detail. It is a partly intuitively based approach to decision-making. Alternatively, analytical decision-making is a more structured approach applied to research, clinical and other work situations where masses of abstract data need processing, or a range of different people come together to make a decision, and there is a greater requirement to objectively justify the decision. Ultimately it is not so much about finding the right or wrong decision, but more about our 'confidence' in the decisions we have made. Confidence will be underpinned by a focus on the strengths that can be identified and productively applied as a crucial component in our decision-making approach. An absence of identified strengths can still offer confidence, but in these circumstances it will be confidence in making the more risk averse decisions.

How do we go about making decisions? The answer partly depends on the situations or circumstances we are in... situational decision-making is an assessment of the situation followed by a quick mental simulation of the likely outcome of our chosen course of action. It is based in experience, responds to pressures on available time, and helps us manage ambiguous detail. It is a partly intuitively based approach to decision-making. Alternatively, analytical decision-making is a more structured approach applied to research, clinical and other work situations where masses of abstract data need processing, or a range of different people come together to make a decision, and there is a greater requirement to objectively justify the decision. Ultimately it is not so much about finding the right or wrong decision, but more about our 'confidence' in the decisions we have made. Confidence will be underpinned by a focus on the strengths that can be identified and productively applied as a crucial component in our decision-making approach. An absence of identified strengths can still offer confidence, but in these circumstances it will be confidence in making the more risk averse decisions.

021 Strengths & Decision-Making

Positive risk-taking and risk decision-making are challenges that can be achieved with greater confidence if the right conditions are in place. For practitioners within health and social care services, and others beyond these services, a number of factors can influence your degree of confidence in your decision-making. Being genuinely person-centred, as we are always dealing with an individual with their unique combination of strengths alongside the problems and the risks. Good team-working, and support and supervision, can greatly influence the quality of decisions influenced through the culture of the team or service. The issue of 'culture' should also extend to the wider organisation, through the understanding of positive risk-taking and processes of decision-making, and supporting people's decisions irrespective of outcome if they have followed reasonable guidelines of good practice. Accessing appropriate tools to guide and influence decision-making, as well as prioritising the time needed for some of those more complex and challenging decisions.

Positive risk-taking and risk decision-making are challenges that can be achieved with greater confidence if the right conditions are in place. For practitioners within health and social care services, and others beyond these services, a number of factors can influence your degree of confidence in your decision-making. Being genuinely person-centred, as we are always dealing with an individual with their unique combination of strengths alongside the problems and the risks. Good team-working, and support and supervision, can greatly influence the quality of decisions influenced through the culture of the team or service. The issue of 'culture' should also extend to the wider organisation, through the understanding of positive risk-taking and processes of decision-making, and supporting people's decisions irrespective of outcome if they have followed reasonable guidelines of good practice. Accessing appropriate tools to guide and influence decision-making, as well as prioritising the time needed for some of those more complex and challenging decisions.

020 Confidence Tricks [2]

What do we mean by assessment? As a concept it applies in ordinary lives not just in formailsed services. Most assessment focuses on the problems and deficits, so we need to be prompted to give equal attention to what we are good at. A strengths assessment will offer resources and confidence to underpin any call-to-action. It helps us to articulate our priorities and exert some control over our own lives. Genuinely working with strengths still has barriers to overcome. 

What do we mean by assessment? As a concept it applies in ordinary lives not just in formailsed services. Most assessment focuses on the problems and deficits, so we need to be prompted to give equal attention to what we are good at. A strengths assessment will offer resources and confidence to underpin any call-to-action. It helps us to articulate our priorities and exert some control over our own lives. Genuinely working with strengths still has barriers to overcome.

006 Identifying our strengths

A new skill involves the development of new brain synapses, but true talents and strengths are interwoven in the whole weave of the brain. We need to focus more attention on what we can do, and less obsession with fixing weaknesses. Focus on what you have control over. It's about systems as much as it is about people. Talent needs encouragement and direction. Being aware of weaknesses is a part of helping us to build on our strengths. 

A new skill involves the development of new brain synapses, but true talents and strengths are interwoven in the whole weave of the brain. We need to focus more attention on what we can do, and less obsession with fixing weaknesses. Focus on what you have control over. It's about systems as much as it is about people. Talent needs encouragement and direction. Being aware of weaknesses is a part of helping us to build on our strengths.

004: Talent within organisations

Our talents run deep, they are not just superficial positive comments. We are not always encouraged to identify talents, so for many people they are unaware of them. They can often be discovered by accident, when we are least expecting something to emerge. We need to be open and personally reflective to recognise when a talent is at play.

Our talents run deep, they are not just superficial positive comments. We are not always encouraged to identify talents, so for many people they are unaware of them. They can often be discovered by accident, when we are least expecting something to emerge. We need to be open and personally reflective to recognise when a talent is at play.

003: Identifying our natural talents

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