LEAD Library - Organisational Psychology Tools
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✨How can organisational design and capabilities be relevant to the Lived Experience Workforce?✨
"📌Strategy - what are the Knowledge, Skills, Capabilities or Other characteristics of each LE role in your organisation, and how do their duties relate to strategy? Are their competencies embedded in KPIs? 📌Structure - Where are LE capabilities found? Are the correct capabilities in the right place in the organisation or are people's skills not recognised fully through remuneration and role? 📌Process - How is LE work enacted across the organisation and how do you store this knowledge so it flows from one LE worker to the rest of the organisation? 📌Rewards - Are employees recognised for training and developing other employees? Does salary increase as a result of internal or external training? Does the LE job place more value on the role or skill? 📌People - Does your organisation prefer to hire for LE skills or develop those with lE that are in-house? Does this apply to only junior LE roles? And how are all LE workers' performance valued, assessed and fed back throughout the organisation? 🌱Let's get some Business and Organisational Psychology informed backing in our org's when hiring and supporting our Lived Experince workforce 🙏🌱 (Adaption made for the Lived Experience Workforce based on Gabraith's 5-star model, send me a DM for more info and source documents) "
✨Seven levels of consciousness for organizations that employ people with lived experience✨
"1️⃣Viability ⭐How financially secure are peers? ⭐Is employment stable? ⭐And are contracts ethical in duration? 2️⃣Relationships ✔️Do the relationships that organisations make with peers support them to be a legitimate integrated workforce? ✔️Performance ✔️Are goals being met within teams? ✔️Is there a clear vision that lived experience and learned experience colleagues are actively working towards? 3️⃣Evolution ⭕Does the workforce have room to develop and grow? ⭕Can people look at CPD and give it support from the organisation? 4️⃣Alignment 🌱Can colleagues express themselves authentically? 🌱Can specific passions it ambitions be followed? 🌱Is there organizational transparency about limits and possibilities? 5️⃣Collaboration 💡Do employees feel fulfilled? 💡Are there pathways to learn from others who have a deeper knowledge? 6️⃣Contribution 🔵Is the organisation a centre of excellence for lived experience? 🔵Can they give back by supporting others to work cohesively and with the best interest of their loved experienced workforce in mind? 🔵Is the organisation looking to the next generation of its workforce? 📌Adapted from Barrat's levels of consciousness model "
✨A paradigm shift in (lived experience) leadership✨
"🔥First layer 🌱Leadership capacity - knowledge skills and ability as a lived experience leader 🌱Leadership efficacy – Internal beliefs associated with the likelihood of success in the role of a lived experience leader 🌱Leadership motivation – The internal drive to engage in being a leadership 🌱Leadership enactment – How you go about leading and take action. 🔥Second layer 💡Metacognition – Thinking about how we think as a leader 💡Critical self-reflection – Deep contemplation about your own experience and how that positions you in the workplace. 💡Dialectical thinking – Ability to hold opposing concepts in unison. For example, this could be as a peer in an environment that you had challenging experiences with. 💡Social perspective taking - Adopting empathy for others' viewpoints when employed in peer work 💡Critical hope – Ability to envision a better future for yourself and other people with lived experience 🔥Third layer 🌿Organisational contexts within which leadership is being explored and the consequential influence these may have. 🌿The organisational context within which a person works will communicate implicit and explicit messages about what is considered important and valued. 🔥Fourth layer ✨Acknowledges the role of the broader social system ✨Recognising that our environment is socially constructed and ever-evolving. ✨That the social, group and organisational contexts within which we function are responsive to these broader social systems ✨Allowing us to actively engage in organisational and lived experience leadership development with a purposeful and open mind."
✨Lived Experience and peer work doesn't exist without psychologically safe working environments✨
" 📷 @heidipickett 🔺Basic needs 🔺Zero micromanagement 🔺No double standards 🔺No blame 🔺No gossip 🔺Foundation level of working trust 🔺 Non-fear-driven environment 🔺Accountability from management and senior staff 🔺No cliques 🔺No work dumping ◾Core learning needs ◾Able to take some risks ◾Safe to learn ◾No favouritism ◾Team Integrity ◾Protevted space & time 🌱Belonging ness needs 🌱Safe to ask questions from the team 🌱Able to build on strengths 🌱Safe to make mistakes in front of the team 🌱Less Bridget teamwork 🌱Confidebtial peer supervision ✨Esteem needs ✨Safe to make decisions ✨Safe to learn from mistakes ✨Safe to speak in meetings ✨Able to work on weakness & self-confidence 🔥Self-actualization 🔥Safe to challenge 🔥Safe to be authentic 🔥Safe to collaborate 🔥Safe to be vulnerable 🔥No forced 'assimilation' 🔥Safe to apply leadership skills "
✨The Spheres of Influence Model and the Lived Experience Workforce✨
"📌It urges us to act in areas that we can directly control or influence. This is hugely important in the Lived Experience workforce to: 🌱Stay focused and on-topic 🌱Not becoming weighed down in politics 🌱When tackling themes that feel bigger than just you 🌱To self-support through role disillusionment 🌱When you feel powerless 📌It encourages us not to waste time and energy on things that we cannot control or influence, but to plan for how we can increase our sphere should our operations be bigger than our current influence. 💠Discovery ◾The final outer sphere represents an area where you have negligible influence. ◾Here you could put widely held societal beliefs and norms. ◾These would be challenging, although not impossible, to change. ◾Change in this zone requires serious commitment and momentum on a national or even global level. 💡How this can be achieved - phased planning. Borrowing privilege from those already there. Increase the value of your contribution. Show legitimate competency, and forge allyship with those you respect. 💠Outer - Further out again is the sphere in which you cannot necessarily influence your current role. Here, for example, might be actions you would like those in positions of greater influence to take. ◾Whilst you do not necessarily have control or influence over this area, it is useful to imagine what you would like to happen here. ◾Having these actions in mind will help you exert your influence if you ever get the opportunity to. 💡How this can be achieved - become familiar with your passions and specialist areas of interest. Work towards building competency in these areas. Become comfortable with feedback for self-development (quite relevant across all areas). Make strong connections with those who can influence your cause. 💠Inner ◾This is where you can exert your soft influence, your influence or persuasion to further beliefs or goals. ◾Depending on your role and your seniority, this could give you a significant reach. 💠Core - This is where you can make direct changes without reference to anybody or anything else. ◾Your values, beliefs and motivations determine your behaviour. We all have some influence. Sometimes it's helpful to revisit the core and inner spheres when the area that's being transformed seems too great. "
✨Johari's window and the Lived Experience workforce✨
"📌This tool can help shed light on those hidden parts of yourself and increase your self-awareness in the process ✨The Johari Window is a framework you and your team can use to develop better self-awareness of your conscious and unconscious biases. This tool can help: 💡Self-awareness - helps build on valuable self knowledge. 💡Personal development - raises awareness in all colleagues about how they can best understand each other and why project a certain persona in work. 💡Improving communications - helps organisations to open up channels of psychologically safe communication between colleagues. 💡Interpersonal relationships - forging healthy connections based on the sharing of appropriate insights about how you are perceived. 💡Group dynamics - understanding how each denimination if worker can compliment each others approach. 💡Team development - building strong foundations across the whole team. 💡Inter group relationships - teasing out the benefits of utilising LE and views towards. The Johari Window is split into four quadrants: 🌱The Open Area (things you know about yourself). 🌱The Blind Area (things you don't know about yourself, but others do). 🌱The Hidden Area (things you know about yourself, but keep hidden). 🌱And the Unknown Area (things that are unknown to you and to others). ✨This tool can help team's understanding of each other and build trust and awareness, it's best used in externally facilitated conversations with a skilled host who can navigate the conversation gently and safely for all. "
✨How to create effective organisational structures where a lived experience workforce can thrive✨
"🌱Ensure your senior leaders are aligned. And there is good lived experience representation in positions of influence. Do they lean to a shared style that's aligned with organizational values? 💡Examine culture and notice patters across the employee lifecycle - are their particular roles employee are exciting from more frequently? Is this sending a message to your LE workforce (and other colleagues!). 🌱Lean towards expertise - is the organisation making the most of the skills that are held with employees? 💡Clearly define roles and maximum capacity, sticking to this to maintain staff wellbeing and make cases clearer for capacity building. 🌱Create opportunities for those with influence to receiving feedback from those with LE regularly that bypass areas where they risk sanitisation. 💡Gain investment by bringing everyone into strategy, making everyone a genuine part of the bigger picture. 🌱Invest in organisational learning. Create mechanisms where expertise can be shared and distributed throughout the organisation instead of retaining knowledge with individuals or departments. 💡Work out what the organisation values in specific roles? If it's purely output based there could be challenges such as high stress. 🌱Don't just ask leaders for solutions - bring in your Lived Experience workforce!"
