Participants reflected on how they might use their skills to see the source of resistance for an individual, work with that: always people that do more than others, and I think that’s with any change there's always people “there's that have an energy and want to bring good to a place, and then there's the same people that need that reminder or prompt. But I think that you’ve got to sometimes put them in a position where the change will be positive for them” Another participant added: think people have boundaries up you know, they’ve got this, their protective armour on when they come “I in to work and you know, and I think that sometimes adding, giving a little bit of yourself with respect to personalising what we do like showing people how to be more personable”. … Others reflected on the value of continuing to model an intervention, such as positive words, rather than confronting staff resistance: just wear them down, eventually they’ll say something positive [during handover].” They “Osmosis, described winning over staff by example. Staff across service types were asked what would be their advice to those who are yet to work with Safewards. Participants gave strong messages about leadership and taking time. An educator’s advice was: got to have your manager to be the leader of it, and is committed to it and shows that then all “You’ve – staff will follow on the unit if you’ve got a leader to it. And then you need to pick out some people you know are really going to be running with it.” Following on, the next person in the group said: think definitely the “I consistency, I think it's something that you know will work if everyone does it, but if there's not consistency there it's not really going to work.” A shift-leader advised: would be - give it a chance. Give Safewards a chance because it will help you, regardless of whether “Mine you do or don’t like certain interventions, there's something about Safewards that will fit your mould if you give it a go. Because safety is the very first issue for everybody concerned.” Chapter 8 Program Trial: Reporting against objectives This chapter models the findings back to the program logic that was devised at the project outset. (see the program logic diagram on the following page)
Participants reflected on how they might use their skills to see the source of resistance for an individual, work with that: “there's always people that do more than others, and I think that’s with any change there's always people that have an energy and want to bring good to a place, and then there's the same people that need that reminder or prompt. But I think that you’ve got to sometimes put them in a position where the change will be positive for them” Another participant added: “I think people have boundaries up you know, they’ve got this, their protective armour on when they come in to work and you know, and I think that sometimes adding, giving a little bit of yourself with respect to personalising what we do … like showing people how to be more personable”. Others reflected on the value of continuing to model an intervention, such as positive words, rather than confronting staff resistance: “Osmosis, just wear them down, eventually they’ll say something positive [during handover].” They described winning over staff by example. Staff across service types were asked what would be their advice to those who are yet to work with Safewards. Participants gave strong messages about leadership and taking time. An educator’s advice was: “You’ve got to have your manager to be the leader of it, and is committed to it and shows that – then all staff will follow on the unit if you’ve got a leader to it. And then you need to pick out some people you know are really going to be running with it.” Following on, the next person in the group said: “I think definitely the consistency, I think it's something that you know will work if everyone does it, but if there's not consistency there it's not really going to work.” A shift-leader advised: “Mine would be - give it a chance. Give Safewards a chance because it will help you, regardless of whether you do or don’t like certain interventions, there's something about Safewards that will fit your mould if you give it a go. Because safety is the very first issue for everybody concerned.” Chapter 8 Program Reporting against objectives This chapter models the findings back to the program logic that was devised at the project outset. (see the program logic diagram on the following page) Trial:
safewards%20victoria_evaluation%20report.docx