Health and Social Care Level 5

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Unit 5: Working in Partnership in Health
and Social Care or Children and
Young People’s Settings
Unit code: M2c
1 Understand partnership working
1.1 Identify the features of effective partnership working
The policy of person-centred care has become a mainstay of efforts to reform health care in the UK. Government policy is now built around this core concept, a major aspect of which is enabling individuals to participate in decision-making about their care at every level. By concentrating on the individual’s wishes and aspirations and placing them at the centre of a ‘planning circle’ the care team can assist with goal setting to ensure their best interests are maintained and the individual’s preferences are considered. Working in partnership is a key element of practice within health and social care. The concepts of power sharing, consultation and joint ways of working are essential for effective service provision. Health and social care professionals need to understand the importance of promoting autonomy with individuals. They also need to be aware of their own roles and responsibilities and how they relate to others within the sector. Organisations therefore now need to think creatively about how to recruit and involve individuals in planning and delivering of care services and need to invest time and effort in effective 'partnership working' This ensures the individual accessing care or services is placed at the centre. The team should share a common purpose and vision to improve the individual’s life. Effective partnership working involves many features including: * trust

* empathy
* respect for the skills and contribution of colleagues
* communication
* effective listening skills
* realistic expectations
* clear objectives
* honesty
* working to agreed practices
* maintenance of balance between task and relationship orientation

There are various theories relating to effective partnership working. These include areas such as team working, avoidance of social loafing, avoidance of groupthink and supportive approach Partnership working Theories

The Team Roles that Meredith Belbin identified are widely used in organisations. They are used to identify people's behavioural strengths and weaknesses in the workplace. This information can be used to: * Build productive working relationships

* Select and develop high-performing teams
* Raise self-awareness and personal effectiveness
* Build mutual trust and understanding
* Aid recruitment processes
*

Social loafing
The tendency of some group members to put in less effort if they believe that their underperformance will not be noted – the phenomenon of one group member getting a ‘free ride’ while others do the work Factors that increase loafing

• Lack of identifiability
• No individual evaluation
• No individual or group standards of evaluation
• Task is easy, boring or the same as others
• Individual contributions not necessary
• No individual or group incentives
• Large group
• Unfamiliar group
Factors that reduce loafing
• Individual identifiability
• Individual or group evaluation
• Individual or group standards of evaluation
• Task is difficult, interesting or different from others • Individual contributions essential
• Individual or group incentives
• Small group
• Familiar group

Irvin Janis - groupthink
Groupthink is a psychological phenomenon that occurs within groups of people. It is the mode of thinking that happens when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives. Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative ideas or viewpoints. Antecedent factors such as group cohesiveness, structural faults, and situational context play into the likelihood of whether or not groupthink will impact the decision-making process. 1.2 Explain the importance of partnership...
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