A critical characteristic of human service organizations is their capacity to learn from experience and to adapt continuously to changing external conditions such as downward pressure on resources, constant reconfiguration of the welfare state and rapidly changing patterns of social need. This invaluable, groundbreaking volume discusses in detail the concept of the learning organization, in particular its relevance to social work and social services. Contributors join together from across Europe, North America and Australia to explore the development of the learning organization within social work contexts and its use as a strategic tool for meeting problems of continuous learning, supervision and change. The volume addresses a range of important topics, from strategies for embedding learning and critical reflection in the social work learning organization, to the implications of the learning organization for the new community-based health and social care agenda.

A critical characteristic of human service organizations is their capacity to learn from experience and to adapt continuously to changing external conditions such as downward pressure on resources, constant reconfiguration of the welfare state and rapidly changing patterns of social need. This invaluable, groundbreaking volume discusses in detail the concept of the learning organization, in particular its relevance to social work and social services. Contributors join together from across Europe, North America and Australia to explore the development of the learning organization within social work contexts and its use as a strategic tool for meeting problems of continuous learning, supervision and change. The volume addresses a range of important topics, from strategies for embedding learning and critical reflection in the social work learning organization, to the implications of the learning organization for the new community-based health and social care agenda.

This book explores concrete examples of different strategies and activities aimed at creating and embedding critically reflective learning and working environments within organisations whose prime function is social care. Critical reflection has long been recommended as a general professional skill and is a core component of the practice capabilities in social work in countries across the Western world. However, despite unequivocal support for it in social work education, sustaining critical reflection within organisations as both an individual and collective practices, supported by organisational cultures, is problematic. With contributions from social work practitioners and educators who have sought to embed critical reflection into broader activities and cultures within their organizations, the book addresses common features of critical reflection, and challenges and benefits in specific case studies. This book will inspire and develop new thinking and vision about being critically reflective in organisations, and facilitate efforts to improve the learning and working experience in addition to that of service quality and delivery. It will be required reading for all undergraduate and postgraduate social work modules focusing on management, leadership organizational change, and professional education.

The second edition of Organisations and Management in Social Work examines the complex organisational settings in which social workers practice and identifies opportunities for taking action for positive change. A robust critique of organisational practices is encouraged throughout the book with an emphasis on active participation in the everyday life of organisations. The new edition covers: - Leadership and supervision - Inter-agency and inter-disciplinary working - Ethical practice and decision-making - Communication and the emotional life of organisations Each chapter includes updated practice examples and reflective questions so readers can apply the knowledge learned to real life practice. It will be essential reading for undergraduate and postgraduate students of social work. The book will also be a valuable text for front-line practitioners and managers wishing to understand the organisational context of social work.

Neil Thompson sets out what you really need to know about supporting further learning during placement and practice. Stripping away the confusion and anxiety about 'what next?', this manual goes back to the core theories of how learning works in the first place, and how you can synchronise that with values and reflective practice to help your students and colleagues reach their professional goals. Summaries illustrate and reinforce the guidance, creating a set of easy-to-follow strategies for effective workplace development mentoring. Accessible explanations guide you through the theory and practice, covering everything from fostering a learning environment to troubleshooting difficulties and encouraging a culture of self-directed learning. Grow your mentoring skills and help your colleagues get to grips with not just what to learn, but how to learn it and make it stick.

Many students and practitioners are familiar with critical reflection but struggle to make space for it in their everyday practice. This book provides an accessible and practical introduction not only to doing critical reflection, but to being critically reflective. - It demonstrates how reflective capacity can be developed in different practice contexts and applied productively to supervision, teamwork and interprofessional working. - It outlines the different theoretical underpinnings and methods of critical reflection, exploring the use of visual images, writing techniques and group meetings. - It is rich with engaging case studies and questions for the reader that will help them to make critical reflection an integral part of their everyday practice. This book is an ideal guide to dealing with challenge and change across a range of social and healthcare services, including social work, nursing, youth and community work, counselling and allied healthcare professions.

This fully revised and updated second edition looks at the study of social work management and organisations, focusing on relationships with crucial partners such as central government agencies, local partners and other social care organisations. Through an examination of current research and practice, the author explores the relationships between ideology, professional and personal values and decision making in organisational culture. Included in the text are case studies, activities and further reading lists to aid learning.