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Four key approaches to change SeCtion one
Case Study A:
Appreciative Inquiry in a care home for older people
Background
Acorns care home for older people was established 20 years ago by a local businessman. He and his wife ran it as a family business, and as they were not from a care background employed a home manager. The owners sold Acorns to a Housing Association which runs a number of care homes in the area. The home requires refurbishment and had been carrying a number of bed vacancies which meant that the previous owners were reluctant to spend additional money. All of the staff members in the home have been transferred over to the Housing Association, except the previous home manager who decided to retire. The staff group were caring but outdated in their approach – this reflected the approach of the previous home manager. There was a ‘Friends of Acorns’ group associated with the home that raised charitable money and was largely made of families of current and previous residents.
Case Study Manager A
Manager A was the home manager appointed by the Housing Association.
The Organisational Brief to Manager A
• To update care practices in the home.
• To provide a modern living environment that draws upon relevant technologies.
• To fill the current vacancies.
The overall approach to change
Staff members in the home were largely a well-meaning and caring set of individuals who had become out-dated in their care practices. In particular, they had a traditional ‘care for’ perspective in relation to the importance of people having control over their lives, people contributing to the day-to-day running of the home, engagement with the local community, and opportunity for people to take risks. Morale was low as the previous owners appeared to blame the staff group for the home not being able to fill their vacancies and many felt that their failings had led to them being ‘sold’ to the housing association. They further saw the change project as being instigated to respond to their poor practice. That said, they were still proud of their work, had a sense of responsibility for the people living in the home, and had stuck with the home despite its low wages and poor promotion opportunities. People living within the home seemed reasonably content but spent considerable time in their bedrooms or dozing in the lounge. Families felt that their relatives were safe and that this was the most important issue – many privately expressed frustration that the staff group were so criticised when they are ‘doing a good job’.
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