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n Be an opportunity to promote learning and development, and develop trust and partnership between stakeholders
There were many accounts of the negative impacts that could result if the change process had not been managed constructively. These included a loss of trust between key stakeholders and the organisation or service, a disillusioned workforce, and people who access services and their families feeling powerless and excluded. These negative impacts could be experienced even if technically the change project had delivered the organisation’s objectives. Equally, if a change process was committed to working with people, was led honestly and transparently, and was willing to listen and adapt it could help to set a strong foundation for future engagement and joint-working. This could be the case even if the project had not ended up achieving the initial objectives. It was also reported that in general adult social care organisations are poor at drawing out learning from the success or otherwise of change projects and sharing this within the organisation and the wider adult social care community.
The future
The University of Birmingham, the University of Middlesex and NIHR School for Social Care Research are working with the Social Care Institute of Excellence to produce an on-line interactive version of the compendium. We hope that this will be of interest to the management community in social care, and that managers will share their practice experience of these approaches and identify other approaches of relevance.