C7399 Theoretical Models

The Lawn Residential Care Home in Hampshire provides accommodation for up to 31 older people, some of whom may also be living with dementia. It is run by the charity Friends of the Elderly.In January 2016, a CQC inspection resulted in a rating of inadequate. Hampshire County Council also raised concerns about safeguarding and the application of Deprivation of Liberty Safeguards and a requires improvement rating against the question of whether the service was effective.Reaction to the initial inspection report,

“I’ve known the home for over 12 years and my impression was of a great home with great staff”, comments Cheryl Rothschild, Regional Director.“It was very upsetting”, says Housekeeper Wendy Barnes, “It’s always been such a good home and a great place towork.”

The inspection happened at the same time as the provider, the charity Friends of the Elderly, was consulting with staff over revised terms and conditions of employment, which had caused some people to leave, and the home had seen a temporary rise in the use of agency staff.Patricia Chapman, whose father lives at The Lawn says,“The fact these permanent 23 The Lawn Residential Care Home staff left was very upsetting and it was unsettling for residents because they were seeing different faces every day.”

These changes meant the inspection report was not a surprise to everyone. Healthcare Assistant, Nicole Avery, says,“We had a lot of agency staff around that time and it was not running very smoothly.”

Use the case study to answer the following three questions 

With reference to theoretical models, examine the role and importance of leadership when leading the team to improve the home rating in this case study? Evaluate how valuable it is to use theoretical models when building a successful health and social care team.

Using the stages of team development, explain and plan how you would motivate the team at The Lawn Residential Care Home to achieve an outstanding rating with the Care Quality Commission? 

Describe and discuss ways to encourage open and effective communication between the leader, senior management and all team members to support The Lawn Residential Care Home team development?

Theoretical models describe how health and social workers can implement theories in their work. Models provide the workers with a plan on how to help others by use of social work theories. Theoretical models show how to use a theory to create the change needed. Theories of social work are systems theory, social learning theory, psychosocial development theory, psychodynamic theory, transpersonal theory and rational choice theory (Popescu, and Predescu, 2016). The models used by social workers to meet their goals are; problem solving, task-centered practice, narrative therapy, cognitive behavioral therapy and crisis interventional model.

With regard to the rating of inadequacy at The Lawn Residential Care Home, it is important to use the theoretical models of problem solving and task-centered practice in resolving the problems encountered by the CQC and the Hampshire County Council (Popescu, and Predescu, 2016). To achieve a good rating, the leadership of the facility has to play an important role in ensuring that all the necessary measures are put into place and the problems quickly resolved for the smooth running of the care home.

Leadership in health and social work is about identifying the needed change, creating the vision for the change, inspiring and guiding other team members to work towards the change while executing the desired change as a team. Social work is about having the desire, ambition and vision and the drive to do great things in the society (Bowling, 2014). Important leadership skills in social work are; ability to see situations from different angles, knowledge and understanding of human behavior, ability to help others grow and succeed, respect for diversity, harmonious building, a strong ethical framework and participative decision making (Daft, 2014) (McFarland and Wehbe-Alamah, 2014).

Leadership entails doing the right things. Quality leadership traits are trustworthy, decisive, visionary, energetic, tenacious and team player. Leadership in social work is about being thoughtful, optimistic and supportive to others (Daft, 2014). As a leader in health and social care maintain integrity and adherence to ethical code.

Often changes are frequent in health and social work field which requires transformation leadership (Aga, Noorderhaven and Vallejo, 2016). Whether the team members are helping a group to undergo personal changes or responding to societal needs that impact a community positively, the work of the social workers entails issues requiring change (Bowling, 2014). Transformational leadership is focused on guiding followers go through a session of change through combination, collaboration and implementation of the vision (Aga, Noorderhaven and Vallejo, 2016).

Transformative leadership is about empowering the team members to drive change and not about putting in place new methodologies for people to follow. Hence the leader has a role of encouraging other team members to be independent in solving problems, motivating them to get involved in creative thinking and coming up with work environments suitable for change (Chi and Huang, 2014). The leadership body at The Lawn Residential Care Home should encourage all the members of the team involved in decision m

Change is challenging and stressful at times. Leadership is about investing in individuals. Leaders need to challenge the team members and nurture them (Daft, 2014). Know their personal interests and values so as to bond well while inspiring them to work their best. Either transformational leadership may not make everyone one happy (Chi and Huang, 2014). This is because it is disruptive and challenging. Even if the results of the initiative are good, some of the team members may opt their way out due to pressure and may not be willing to take up the challenge. When one is a transformative leader it is important not take the criticism as a personal attack (Redmond, 2017).

 Take it positively and work on that which requires the needed change (Lewis, 2015). Managing personal needs will help in avoiding burnout (Marek, Schaufeli, and Maslach, 2017). For example, when the CQC labeled The Lawn Residential Care Home as inadequate, the leaders the matter positively without blame on anyone and called upon all the staff members to work on the necessary plan as a team so that to make the care home a shining haven for the residences and their loved ones (Redmond, 2017). Leadership goes hand in hand with communication and it is important that information is well received in an organization.

Leadership plays an important in the success of the organization. Effective leadership makes the organization run efficiently. An organization is created with a purpose of achieving certain aims and objectives through the workers (Kiresuk, Smith, and Cardillo, 2014). Good leadership is the key to success in any organization (Redmond, 2017). Strong leadership is important in health and social care work since it involves situations of high pressure and quick decision making (Bolman and Deal, 2017). Quality leadership is important for ensuring successful social care teams. Good leadership nurtures teamwork (Bolman and Deal, 2017). Having strong interpersonal skills as a leader brings the members of the team to work together as a unit to achieve the set goals (Bolman and Deal, 2017).

This is achieved through proper communication, collaboration in solving problems and helping each other out in a tight schedule (Bolman and Deal, 2017). The problem at the residential care requires the collaboration of the team members, residents and their families to identify the loop holes that need to be rectified (Lewis, 2015). The plan to remedying the identified problems should also be discussed with the team members where they can also contribute in decision making to have the problems solved quickly and move on.

Good leadership helps in introducing the changes and encourages success (Popescu, and Predescu, 2016). Effective leaders create an environment that is passionate and enthusiastic for the team members to work in. The leaders should communicate with team through words and actions and not merely giving directions and orders (Lehmann-Willenbrock et al, 2015). This helps the team meet and exceed their performance goals (Bolman and Deal, 2017). The leader should also be honest about the performance of the team (Day et al, 2014).

This helps the team know the areas they have achieved and those that require more attention. When a problem surfaces, the leader should know how to address it without pointing fingers and instead handle it collectively (Payne, 2015). Bringing all the stakeholders of the residential care will help in resolving the problem quickly and leave everyone happy. Leaders should encourage and praise the team in their work to keep them motivated.

Leadership influences the behavior in people (Day et al, 2014). This is possible through proper organization. Without proper organization, the team is likely to encounter chaos and indiscipline cases which are not a good thing for the residents, their families and the whole organization (McFarland and Wehbe-Alamah, 2014). The leader should be skilled and oriented in identifying and solving the problems. A leader should also assign specific duties to the team members which help in smooth running of the organization (Kiresuk, Smith, and Cardillo, 2014). Delegation of duties will help the facility function smoothly even when the leader is absent.

Good leadership fosters positive growth. Leaders should have the confidence to analyze their work progresses and come up with ways to improve on them (Payne, 2015). They should also encourage other team members to evaluate themselves routinely to enable them know what works well and what does not for them (McFarland and Wehbe-Alamah, 2014). This helps them come up with ways to improve their performance and boosts the growth of the organization.

Theoretical models are important in building a successful health and social care team. They provide the social care team with a blueprint of how to help others using the underlying theories (Nilsen, 2015). The models enhance change for the team to meet their goals (Bowling, 2014). Collaboration as a model builds a successful team (Goetsch and Davis, 2014). The team members become competent, confident and committed in achieving the goals (Payne, 2015). Through collaboration also members of the team respect and trust each other (Bowling, 2014). When members come together to form a successful team they form a joint venture, have a willing participation, team approach and willing to share their expertise (Nilsen, 2015).

The models help the team to be effective. The team becomes aware of its goals with well-defined objectives and results that are to be achieved within a specific period. Members’ priorities and expectations are also clearly communicated (Popescu, and Predescu, 2016). Their roles are clear such that the responsibilities are well-defined and leaders accepted (Nilsen, 2015). The team has clear decision-making processes and work procedures. Interpersonal relationships are well built such that there is good communication, trust and flexibility.

Theoretical models are important for a team since the team is more directed on collective work towards their services, performance results and personal growth (Nilsen, 2015). To achieve the goals the team is committed (Popescu, and Predescu, 2016). Members have a meaningful purpose towards social care and specific goals that they want to achieve and a common approach in delivering their work of health and social care (Bowling, 2014). The team members also have the necessary skills that are needed in problem solving when a problem arises in their care service (Goetsch and Davis, 2014). Technical skills are also needed like operation of the equipment and interpersonal skills which enhance teamwork. Members of the team also become accountable to each other as well as have individual accountability to their own work.

There are two major factors: Internal factors and External factors (Lehmann-Willenbrock et al, 2015). The internal team factors includes, Thrust referring to as common goal or objective, Trust which is defined as the ability of being aware that your team is having your back (Bowling, 2014). The other is Talent which are skills involved in doing the job, ability to team up and work with others and tasks skills which is the ability to carry out the tasks.

The external factors are two, and include: Team leader factor and Team Support from organization. This tries to look on whether the leader has the skill needed to work with the team as expected and how the organization supports the team in fulfilling its mandates (Goetsch and Davis, 2014). If the leaders is able to coordinate well with the team members, and the organization considers team members points of view, the team is able to work effectively to achieve the organizations goals and objectives (Bowling, 2014). All the five factors need to be present if the team has to be highly performing (Goetsch and Davis, 2014). More important the leadership and the organizational support are required in order to complete the internal factors.

Theoretical models help in building a good team relationship (Lehmann-Willenbrock et al, 2015). The right behavior in a team builds up healthy working relationships between members. It facilitates team members to work together and be able to solve the problems together (Bowling, 2014). The right leadership enhances the success of the team. Commitment from the team members is promoted by the right culture and processes of the company (Payne, 2015). It makes the team have a compelling direction that everybody works towards.

Team motivation is the process of encouraging the team to give their best effort to a professional task. It is collective and takes everyone on the team to keep each other motivated (Yang, 2014). A team leader should help in coming up with a sense of professionalism that isn’t extremely formal in the working place (Dixon, 2017). It is also important as a leader to have a positive attitude even when things are challenging as it motivates the team to handle the problem with a level head and have faith in their abilities as well as those of others. As the team leader in The Lawn Residential Care Home it is important to have faith in the organization for employees also to have (Dixon, 2017).

For a team to grow to the point where they are functioning effectively together and delivering high quality results, the stages of team development are vital (Harrison and Lock, 2017). These stages are forming, storming, norming, and performing.

During the initial stage of growing the team it is important that goals are set clear and the directions regarding how the residence will operate be provided (Gren, Torkar and Feldt, 2017), (Levi, 2015). All the team members should be involved in determining the roles and responsibilities of the team. It is also important that the team leader works with the team to help them establish ways or norms in which they will work together and achieve a better rating towards the facility (Woodcock, 2017). Set achievable goals and results as a team (Harrison and Lock, 2017).

Having personal talks with all the team members as a leader will help in knowing their personal goals and interests towards the home care which is essential (Dixon, 2017). Once you know their personal goals, values and skills level, begin working with them to come up with a plan with achievable goals (Woodcock, 2017). The goals and results should be measurable to help the staff members monitor their success towards achieving them (Woodcock, 2017). In line with this provide them with reinforcement and rewards (Costa, Passos and Bakker, 2014).

Results are measured by judgments (Gren, Torkar and Feldt, 2017). For example, the CQC had inspected The Lawn Residential Care Home and rated it as inadequate which shocked the management (Dixon, 2017). To improve the rating the staff came together as a team and started laying down plans for improving the rating (Gren, Torkar and Feldt, 2017). The residents, their families and the operations team had to be involved in the care plan to get things moving. It is also important to provide as many criteria as possible to help in achieving the goal (Harrison and Lock, 2017). To achieve the needed results with the team members it is important to: share knowledge and expertise, assist each other in doing difficult tasks, share the successes and acknowledge the achievements of each other.

At the storming stage the different members of the team have different opinions on what should be done and how to do it which at times can conflict (Foster, 2014) (Levi, 2015). It is important as a leader to guide them and learn how to solve problems together while settling into the roles and the responsibilities of the team. Team members should listen to each other and respect the different ideas brought up (Dixon, 2017).

The team leader should coach them on how to be assertive and good listeners. Success of the team at this stage depends on proper communication and willingness to compromise. Having a clear working style to solve the challenges in the Residential Care will help solve unforeseen problems from the members. At this stage many may feel uncomfortable and not ready for the task and leave. For example in the case of The Lawn Residential Care Home the registered manager decided to leave. Many staffs had also left before.

The team leader should reduce the tension within the team, and stay committed to the goal while leading by example. Set your staff up for success. By learning a process of achieving success, help yourself and other members achieve the goal (Costa, Passos and Bakker, 2014). Also reinforce the desired behaviors with the home care. That is by recognizing how certain behaviors of the team members are affecting the outcome of the care facility. It creates a feeling of appreciation and long-lasting impact

At the norming stage the team knows each other better they socialize and ask for help from each other and in turn provide a constructive feedback (Levi, 2015). Their commitment leads to better results. To achieve a good rating at the care home, the residents and their families should be consulted for their opinions on the area they need to be improved (Foster, 2014). In talking to them helps in learning what is important for them which builds an empowering relationship. This will help the team have a view on what more to work on (Costa, Passos and Bakker, 2014).

Constant communication with the staff will also have a positive impact. Check on the residents, caregivers, and their families regularly (Hawkins, 2017). Checking on them regularly helps them be open to talk. As a team leader it is good to have an approachable attitude when it comes to communication (Costa, Passos and Bakker, 2014). Be there for them and provide the appropriate support they need (Popescu, and Predescu, 2016). This builds foundation for loyalty through trust and makes them feel involved in the operations which motivate them in achieving better results (Hawkins, 2017). With the first results encourage each other to do more by showing them that you are on the right track.

In the performing stage there is maximum efficiency and productivity since the team members enjoy working together while focusing on the goals (Levi, 2015). The members now know each other, trust and rely on one another. At this stage the team is more motivated to get the job done. Decision-making and problem-solving are done quickly and effectively (Foster, 2014). The team leader is not relied upon at this stage when making decisions or other activities of the day. The leader should also monitor the progress and celebrate the achievement with other members (Costa, Passos and Bakker, 2014).

The team leader at this level has the time to improve his or her talent, mentor and coach skills since the team is now independent and does not require directions (Hawkins, 2017). Coming together to make the residential care home the best with outstanding results is everybody’s goal. When the team achieves all the desired goals and results ensure to reward them with what they want (Costa, Passos and Bakker, 2014). For example, coming up with an event like an award ceremony and have all the staff, residents and their families participates in celebration of goal achievement (Costa, Passos and Bakker, 2014). It acts as a memoir to the members and will motivate them in future.

Communication is the transfer of information between people. Open communication is when the people (sender and receiver) involved in communication share all the necessary information in order to complete their assigned tasks (Dixon, 2017). In an open communication there is no misrepresentation of information. The leader should be able to communicate with all the staff and in turn the staff should be able to communicate with the leader in order to have high standards of care in the residential care. Effective communication is when the receiver understands the message as intended by the sender (Cottrill, Denise Lopez and Hoffman, 2014).

Therefore open communication is enabled by effective communication. In open communication the parties involved share ideas with one another through conversation or debate (Dixon, 2017). Communication should be positive such that everybody feels they were heard. Once the staffs understand the message, the leader feels confident that it was understood. When it comes to social care, the leader, senior management and all the team members should engage in communication that gives everyone equal participation to have an outstanding residential care (Cottrill, Denise Lopez and Hoffman, 2014). Open communication will help the whole team have a good understanding of the goals and what needs to be done to achieve the goals.

To set The Lawn Residential Care Home a bar higher and improve its rating, a working environment with open communication and trust should be looked into (Yang, 2014). Engaging them in communication will help them understand that their contribution matters in the success of good care to the elderly. As a leader help them in understanding the part they play in achieving the success of the organization.

In doing this, making decisions will be easier since they understand what is required of them and the residential care. Effective communication will enable them to work towards a common goal. Senior management should converse about the goals the organization intends to achieve (Cottrill, Denise Lopez and Hoffman, 2014). The leader should also frequently talk with all the team members about their personal and professional goals which create accountability (Scott, 2015). When a problem comes aboard it must be handled quickly to enable everybody move on.

When beginning an open communication it is always important to acknowledge that the team members have knowledge and understanding of what is taking place within the residence (Scott, 2015). The staff members know the needs and the demands of the elderly in the residential care (Dixon, 2017). The leader should be committed in opening up communication (Mishra, Boynton, and Mishra, 2014). Sharing an open talk with the team members and listening to them promotes an understanding of the situation and increases innovation. It also leads to greater job satisfaction, less stress, loyalty and respect among the members creating a productive and a positive workplace.

To foster an open and effective communication, as a leader it is always important when team members raise concerns you ask questions to have an understanding of the issue at hand. The more understanding you get will help in giving a better response and making a firm decision (Lindlof and Taylor, 2017). A leader should refrain from telling the members of the team why he or she disagrees with their ideas. A time comes when team members may go out of their way and start displaying behaviors that are not healthy for the organization.

When discussing about a behavior or the decision they made, describe the observations made (Dixon, 2017). This will help them realize their mistakes and resolve them without compromising. It is also important to avoid judging their behavior or the reasoning behind their decision. Judgments will make them feel micromanaged and create disconnections in communication (Evans et al, 2017) (Lindlof and Taylor, 2017). When asking the members their views on how they have arrived to certain decisions or ideas, it is good to start the questions with “what’’ or “how”. This gives them a room to explain about their decisions with openness without fear. Beginning questions with “why” sends a message to them already that the idea or decision is not welcome in any case. As a result they will act in defense and use self-protective responses or answer aggressively (Lindlof and Taylor, 2017).

In an organization problems are bound to arise at any point. Working of the team members may also require some improvement. When there are problems that need to be fixed, have courage to acknowledge the problem early enough before it worsens (Cottrill, Denise Lopez and Hoffman, 2014). When a leader avoids addressing the problem or performance issues, the organization starts to underperform (Quinn et al, 2014). Poor problem-solving also makes the team lose confidence and trust in their leader (Yang, 2014).

Team members may also have problems that require your attention as whole management or team leader. Give them undivided attention and listen to their grievances (Men, 2014) (Mishra, Boynton, and Mishra, 2014). This makes them feel your importance as their leader. When ignored they feel they are not valued and are not important part of the organization to (Quinn et al, 2014). Show them that you not hear what they are saying but also understand their feelings. State your emotions with regard to the matter and avoid discounting their feelings.

Engage in open communication with team members and actively listen to elucidate, confirm and summarize what you have heard (Evans et al, 2017) (Men, 2014). Ask for more information, state what you have heard and ask the member whether you understand it right (Quinn et al, 2014). Have steps of summarizing decisions and avoid abrupt decisions without coming into an agreement with all the team members.

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