2.5 Challenge views, actions, systems, and routines that do not match the vision and values of the service

Course: NVQ Level 5 Diploma In Leadership & Management for Adult Care

Unit 9: Managing Self

LO2: Manage personal and professional behavior

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2.5 Challenge views, actions, systems, and routines that do not match the vision and values of the service.

The customer is often left feeling frustrated, angry, and lost. They may also feel that they are not being given the credit they deserve. Often, this can be due to a lack of understanding of the vision and values for the service. In order to become better equipped to manage and operate on the meaning-making ideas we take for granted, our systems and actions must match the values we believe guide us.

The focus of this approach is to make visible what is sometimes invisible (Thibault, 1927). It helps us to recognize the meaning-making ideas that come into operation when we are neither in the moment with our client nor on automatic pilot. By improving our ability to recognize and talk about our practice between service delivery, we can escape the peril of unwitting action and achieve better results for others.

This shift may not always be easy as it requires awareness, system change, time for reflection, and organizational support. For this reason, it may work best when part of an integration program organizes thinking around desire rather than explicit models or methods. Engaging in a dialog with other general managers serves as a system that could help mitigate resistance in organizational change and transformation.

A model such as Service Design contributes to the strategic leadership in building strong, efficient, and high-quality services so that more people might strengthen their resilience and grow more spiritually.

Service designers help organizations to create services and systems that positively impact their clients, the community (advocacy), and service professionals. These strategic approaches emphasize the importance of relating issues with holistic vision in business, government, and private agencies.

Policymakers must be open to a service design approach to transform the public institutions, which has the potential to generate beneficial and sustainable results for their clients, audiences, and communities.

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