nurturing emotional resilience and worker wellbeing in ...€¦ · developing resilience...
TRANSCRIPT
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Nurturing Emotional Resilience and Worker
Wellbeing in Your Organisation
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Dr Louise Grant
Professor Gail Kinman
University of Bedfordshire
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Outline
• Understanding resilience using a systemic approach
• Strategies to nurture resilience for you and your organisation• Developing team resilience
• Creating support networks
• Promoting and modelling emotional resilience for wellbeing
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Current context and challenges
• Rapidly changing social policies
• Public scrutiny and mistrust
• Heavy caseloads and admin. burden
• Limited resources/cuts to services
• Recruitment difficulties/high turnover
• Absenteeism and presenteeism
• High risk of work-related stress and burnout
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Developing resilience : a systemic model
Organisational resilience
Emotionally
Literate Leaders
Resilient Teams
Resilient individuals
What works?
Evidence-informed interventions
needed at each level
Public policy supporting resilience and wellbeing
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Developing resilience – building a systemic approach
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Provides strategic leads with evidence-informed approaches to enhance resilience in their organisations; introduces targeted
interventions
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What is individual resilience?
• A quality that helps people bounce back from difficulties and maintain personal and professional wellbeing
• The ability to respond to a challenge, setback or stressor by drawing on a range of personal, psychological and professional resources and capacities
• Linked to mental and physical health, high performance and flourishing
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How can we build resilience?
Reflective supervision
Mindfulness
Reflective ability
Time management/personal organisation
Peer coaching
Social Support
Self knowledge/appraisals
CBT thinking skills
MindfulnessCoping
Reflective supervision
Mindfulness
Bounded Empathy
Mindfulness
Reflective supervision
Emotional disclosure/writing
Emotional Literacy
Developing resilience – an individual approach
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Developing resilience – an individual approach
Provides a tool-box of strategies grounded in
research evidence to help social workers build their resilience
and protect their wellbeing
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What does organisational resilience look like?
Secure Base Sense of Appreciation Learning Organisation Clear Mission and Vision
• Self efficacy and self confidence
• Self aware • Understands duty of care• Knows about job demands
and stress• Leads by example• Tackles difficult issues• Personalised approach• Personally resilient
• Trusting and empowering• Knows their staff• Builds effective teams• Knows about job demands
and stress• Warm and approachable• Inspiring
• Knows their staff• Can tackle difficult issues• Aware of support
strategies• Appreciates the need for
life-long learning• Building effective teams• Recognises and celebrates
achievements but recognises areas for improvement
• Interested in the experience and opinions of others
• Leads by example• Warm and approachable• Inspiring• Optimistic• Understands duty of care
The ‘golden thread’Strong commitment to maintaining values
Managing changeCommunication
Emotionally literate
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What does a resilient team look like?
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What is team resilience?
A dynamic, psychosocial process
protecting a team from the potential
negative effects of the disturbances they
collectively encounter
▪ Disturbances can be external or internal: stressors,
setbacks, disruptions, pressure, challenges, adversity
▪ Team members use their individual and collective
resources to adapt positively to maintain wellbeing
and performance
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Markers of team resilience
• Challenge resolution• Addressing problems quickly &
effectively
• Health• Maintaining function while
boosting team spirit & mood
• Resources• Preserving social & emotional
resources when resolving challenges
• Recovery
• Bouncing back to
prior levels
• Ongoing viability
• Meeting future
challenges
optimally
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Enhancing team resilience
• Developing a secure base
• Fostering a sense of belonging • Building self-awareness as a
leader• Enhancing social connections
in teams
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Developing a secure base
• The organisation offers a sense of protection, safety, and being cared for
• It provides a constructive challenge for workers to explore fears and threats relating to practice and organisational change
• This safe haven provides support, giving renewed energy and resources for improved practice
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Fostering a sense of belonging: self awareness• 360 degree feedback: from
self, manager, peer and direct report
• Who will give you honest feedback? Who knows you well in your current role?
• https://www.skillsforcare.org.uk/Learning-development/social-work/asye-child-family/360-degree-feedback-tool.aspx
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Being aware of your ‘shadow’ side
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The importance of support networks
• Social workers need to feel safe and secure within an understanding and compassionate supervisory relationship
• Crucial to balance safety and challenge
• You need your own support network
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Your personal Board of Directors
• Someone who is a major support for you personally and professionally
• Someone who helps you be creative
• Someone who has practical solutions
• Someone who has accumulated wisdom
• Someone who you can accept criticism from
• Someone who knows you better than you know yourself
• Someone with relevant skills and expertise
• Someone who is a role model for you
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Promoting and modelling emotional resilience
• What is wellbeing?
• How well do you manage your energy?
• The importance of being mindful
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What is wellbeing?
• Staff perceive a deep commitment
to staff wellbeing – wherever
possible, stress is reduced at
source and conditions improved
• Staff feel able to thrive in a job that
is rewarding and manageable, and
make a difference to service users
• For these reasons, people are
committed to the organisation and
their role within it
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How well do you manage your energy?• I rarely have 7 to 8 hours of sleep, and often wake up tired
• I don’t get enough exercise
• I don’t take regular breaks to recoup my energy
• I am easily distracted during the day
• I react to crises and demands rather than longer-term issues
• I am often irritable, impatient or anxious at work
• I don’t take enough time for reflection and creative thinking
• I work in the evenings and weekends, and often check e-mail
• I don’t stop frequently enough to express appreciation to others or to enjoy my achievements
• There are significant gaps between what believe is most important to me and how I actually allocate my time and energy
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Mindfulness for wellbeing
Mindfulness can help relieve stress, treat heart disease, lower blood pressure, reduce chronic pain and improve sleep
Mindfulness is a mental state achieved by focusing one's awareness on the present moment, while calmly acknowledging and accepting one's feelings, thoughts, and bodily sensations
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Role modelling emotional resilience
• Have you got a healthy work-life balance? Do you take care not to make working long hours a badge of honour and achievement?
• Do you model self reflection? Are you open to feedback and do you seek it out in your practice and communicate your learning to others?
• Are you able to regulate and manage your own emotions? Do you recognise when you need to take some time out to check your emotional reaction?
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Some closing thoughts
• Social workers need to protect their own wellbeing while ensuring the best possible outcomes for people they work with
• Well developed and carefully integrated personal and organisational resilience resources are required – a tool-kit is needed
• You can be part of the development of a truly resilient culture in your organisation and supervisory practice
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A toolkit for organisational resilience (RIP)
• Part 1: SWORD Social Work Organisational Resilience Diagnostic• Provides Social Work organisations with an accessible
research-informed diagnostic tool
• To assess if they have the conditions underpinning a resilient organisation, to support the wellbeing of staff and promote optimum social work practice
• Part 2: A practical workbook• Provides targeted, evidence-informed guidance to address
issues identified in the diagnostic tool
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