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Session 9/13

Page 3/4: Topic B: Revising workplans and schedules for continuity in social relations

Topic B: Revising workplans and schedules for continuity in social relations


Please note:
Improving a work plan can be very difficult because it affects the institutions culture and the private organization of employee life. It is probably also limited by labour market legislation. Improvements may therefore take a long time to negotiate. It is important that everybody is patient and tries to reach a high degree of accept and consensus. It may take more than one session to find the best possible compromises. If so, you can simply repeat session 9 as often as needed. Please start by appointing a referee who can write down short notes of the statements people make, and write a summary at the end of the session. Like in the last session you will first interview key persons to analyze the possibilities, then form groups that make suggestions, and finally (or later) decide changes in work schedules and shifts.


FIRST INTERVIEW: A STAFF MEMBER INTERVIEWS THE LEADER

  1. What reflections did you get from Topic A about continuity in caretaker/ child relations in your institution?
  2. If the children were to have the same caretakers all day long, what work plan changes would this call for? (Please say what you think would be ideal, not what is possible right now)
  3. What attitudes and values would you have to change in order to work towards the ideal?
  4. What practical changes in work plans and schedules would be necessary?
  5. Please name three counter arguments you think present a problem in making this change.
  6. Please name three important practical problems you think will need to be discussed.

Thank you for your thoughts and suggestions!

5 minutes: Interviewer and leader listen without comments, while staff and instructor reflect on what they heard during the interview.
5 minutes: Please discuss and make a conclusion. What are the 3 most important issues for discussing changes in work plans according to the leader?
The referee writes down these points.

SECOND INTERVIEW: LEADER INTERVIEWS STAFF MEMBER/WORKPLAN EXPERT

    1. What reflections did you get from Topic A about continuity in caregiver/ child relations in your institution?
    2. How long is the average staff member employed? Are there many staff substitutes because of illness or for other reasons? How many staff members stay in the job for more than 3 years?
    3. If the children were to have the same caregivers all day long, what work plan changes would this call for? (Please say what you think would be ideal, not what is possible right now).
    4. How long would be realistic to make the work plan you think is best?
    5. What attitudes and values would you have to change in order to work towards the ideal?
    6. What practical changes in work plans and schedules would be necessary?
    7. Please name three counter arguments you think present a problem in making this change.
    8. Please name three important practical problems you think will need to be discussed.

Thank you for your thoughts and suggestions!

5 minutes: Leader listens without comments, while staffs reflect on what they heard during the interview.
5 minutes: Please discuss and make a conclusion. What are the 3 most important arguments and practical problems for discussing changes in work plans according to the staffs? The referee writes down these points.
5 minutes: The leader picks the three most important items from the two interviews, or reformulates the 6 items into three common questions for the work group discussion:

THREE WORKGROUPS FOR SUGGESTIONS AND BRAINSTORMING

The purpose of the work groups is to analyze the three problems and suggest solutions.

20 minutes
Divide the assembly into three workgroups. Each group works on one of the items and writes down their suggestions:
• What are the practical problems in this item?
• What problems will the changes give staff members (being with their family, transportation, any problem).
• What advantages could there be for staff in the changes?
• If we make a brainstorm (any good ideas or suggestions), how can this problem be resolved?
• What would we recommend our leader to do in order to resolve this problem?
• How can we support our leader and each other in resolving this problem?

PLENARY SESSION
3×5 minutes: Each work group presents their view of problems, possible solutions and recommendations for the leader.
20 minutes: Make a list of workgroup problem descriptions, ideas for solutions and recommendations for the leader.

Then discuss:
• What are the three major problems in offering continuity of care for the children?
• Which of the suggestions for solutions are most important and realistic for resolving the problems?
• How long will it probably take us (the institution) to reach the goal?
• How can we support each other (the leader and staff) in working towards the goal?
• Which problems should we work on resolving first, and which ones can wait?
• Who will staff want for a work group to present a suggestion at the start of the next session?