BUILDING RESILIENCE THROUGH SUPERVISION. Dr Sonya Wallbank AFBPsS; MCIPD Clinical Director

Transcription

1 BUILDING RESILIENCE THROUGH SUPERVISION Dr Sonya Wallbank AFBPsS; MCIPD Clinical Director

2 Overview The model of supervision and why it matters Under pressure what happens to our thinking and brain function Understanding vulnerability Resilience in the workplace and how it supports our capacity to think

3 Why it matters?

4 What is the evidence? Model derived from working with Midwives and Doctors in 2009 Offers professionals opportunity to process their experiences and restore capacity to think clearly Now trained over 4000 professionals in UK and skype training in Australia What we know this work leaves it s mark for papers

5 IMPACT ON PROFESSIONALS Scale Measure All participants Baseline N-4294 All participants post Supervision N=4265 Compassion Satisfaction Burnout Stress (4.48) (3.98) (4.19) (3.87) (4.23) (5.21) Key: 22 or less Low Average 31+ High

6 ABILITY TO BALANCE IS INDIVIDUAL

7 What is the model? Person not case based Time is effective Agenda negotiated and relevant Professionals exist within a context Poor behaviour is challenged Key principles Organisations and individuals need to be connected

8 What is the model? Emotional containment Coaching Action learning Resilience training Stress inoculation Reflective practice (Wallbank, 2009)

9 UNDER PRESSURE? REVERT TO TYPE?

10 SYSTEM 1 THINKING KAHNEMAN) Amygdale (primitive brain) takes 12 milliseconds to receive information No in-depth information - data is sent quick and dirty Known as the alarm system for the body Powerful reaction as primes entire body for action Subsequent actions are hold to control primitive

11 SYSTEM 2 THINKING - KAHNEMAN Neo-Cortex holds all our modern learning and information Layers of cortex shows our evolution Takes information 25 milliseconds to reach a connection (double the primitive system) Slower, less instinctual and overridden by the primitive brain if danger is sensed This model of supervision encourages system 2 thinking

12 WHY DOES THIS MATTER TO YOU? Modern day stressors are received by the body as a danger During a perceived threat, e.g. Stress reaction the adrenal glands immediately release adrenalin. After a few minutes cortisol is released Once in the brain, cortisol remains much longer than adrenalin, where it continues to affect brain cells Over-secretion of stress hormones adversely affects brain function

13 WHY DOES THIS MATTER TO YOU? Sustained stress can damage the hippocampus, the part of the limbic brain which is central to learning and memory Operating in a stressed mode means slower functioning and less effective Evidence shows links with lateness, absence, relationships difficulties, lack of motivation, feeling overwhelmed, reluctance to engage, difficulty decision-making, burnout and compassion fatigue

14 ACTIVITY Vulnerability? What is it about working within this field which may make you/workers vulnerable to stressors?

15 VULNERABILITY FACTORS KNOWING THESE HELPS YOU TO BE ATTUNED TO OTHERS RISKS The commitment we have to our jobs Unclear Expectations Conflicted expectations Threat/change to job role Lack of personal control Hostile atmosphere Defensive atmosphere Unethical environment Lack of communication

16 Natasha Taylor Children s Development Consultant Nottingham City Council E: Natasha.Taylor@nottinghamcity.gov.uk

17 CHOOSING RESTORATIVE RESILIENCE AS A MODEL Choosing to work with this model, what informed the decision Working practices for the individual practitioner why we need to support Social Workers in their work Health and Wellbeing of the Social Worker and the impact this can have on the quality of their work

18 WORKING IN PARTNERSHIP WITH HEALTH Considering who you need to engage with to get support for the model What it is like to work in partnership with Health and why that matters What we are hoping to gain from the programme

19 Emma Self Head of Professional Standards Nottingham City Care

20 WORKING WITH THE MODEL AND THE LOCAL AUTHORITY The benefits of those who have already worked in this way within the organisation What we have learnt from the first attempt at rolling out the learning Why we have chosen to work with the Local Authority and this model Shared experiences and challenges for staff working across both organisations

21 JOINT WORKING Challenges and Benefits of working together with our Local Authority What we hope to gain from joint working Programme aims for Health using the model of restorative resilience model

22 ACTIVITY Protective Factors What keeps you engaged and able to function at your best at work?

23 PROTECTIVE FACTORS Open communication Supportive colleagues Clear responsibilities Ethical environment Sense of control Job security Supportive management Connectedness among departments Recognition

24 Impact on patients/families Higher levels of patient/family satisfaction where staff were undertaking restorative supervision. Staff report higher levels of satisfaction with care they were providing. More able to provide compassionate care experiences. Evidence of links between staff satisfaction of care and reduced sickness levels.

25 Impact assessment Inappropriate workplace behaviours being challenged and moved forwards within teams rather than needlessly burdening management Organisational attachment improved the way in which individuals identify and work collaboratively with their employers Sickness levels and turnover of staff reduced Capacity to engage with other professionals increased Health behaviours of professionals improved

26 WHAT RESTORATIVE RESILLIENCE SESSIONS DO Support the parallel process between staff and the people they care for Provide opportunity to develop capacity to think and make clear decisions around the care experience they offer. Enhance resilience and functioning of professionals and improve their capacity to build relationships Recognise the system strengths and how to build on this - reduce vulnerability

27 WHAT RESTORATIVE RESILLIENCE SESSIONS DO Effective professionals who understand their boundaries of work where responsibilities end Increase in engagement skills so that other professionals support the families needs Less of emergency response to families needs and more thinking through of what needs to be done Overall, a calmer workforce who can think

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