Mind the Gap: Why policy does not become practice Patrick Ayre Department of Applied Social Studies...
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Transcript of Mind the Gap: Why policy does not become practice Patrick Ayre Department of Applied Social Studies...
Mind the Gap: Why policy does not become practice
Patrick AyreDepartment of Applied Social StudiesUniversity of Bedfordshireemail: [email protected]: http://patrickayre.co.uk
Stru ctu ra l/po litica l
C u ltu ra l
W ider po litic a l c ontex tDoes the new th inking
f it?
In teres ts
Rig id ity /f lex ib ility
Hierarc hy
Interes ts Pers onality
V alues
Trad ition
Change or ientation
Pow er of propos er-c ompuls ion-monitor ing
-other s ourc es of pres s ure
Legitimac y , v a lue andperc eiv ed v a lue of
th is c hange
R esou rce s
Pers onnel
Phy s ic a l/f inanc ia l
Likelihood that aproposed c hangewill be ac c epted
into prac tic e
Persona l
Sta tus/leg itimacy/va lu e
Factors affecting the likelihood that a proposed change will be accepted into practice within an organisation
Ex per ienc e
F it with o r compe titionwith o the r
p r io r itie s/p ressu res
Deprofessionalisation
Policy: we need to develop a more highly
skilled and competent professional workforce
Practice: we are developing a workforce
which is increasingly deprofessionalised and
lacking in professional self-confidence
Deprofessionalisation
Part of a wider trend
Managerialism, McDonaldisation and the
audit culture
Management by external objectives
Impact of causes célèbres
Professionals not to be trusted
Policy and practice
Policy may be aimed at achieving broad
aspirational objectives
Local practice aims at achieving narrow
pragmatic objectives
This pragmatism is exacerbated by
management by targets
Pious calm?
The truth, the whole truth?
Born in 1942, he was sentenced to 5 years imprisonment at the age of 25. After 5 unsuccessful fights, he gave up his attempt to make a career in boxing in 1981 and has since had no other regular employment
CLIMATIC CONDITIONS
Climate of fear
Climate of mistrust
Climate of blame
Trusting procedures
Procedural proliferation
Blaming and training
The myth of predictability
Procedures as a net to catch problems
Procedures as a net to catch problems
Procedures as a net to catch problems
Procedures as a net to catch problems
In itiateaction 1
Tak eaction 1
Tak e ne xt action
As s e s sand e valuateDe cide ne xt
action
Exit s ys te m
Ente r s ys te m Exit s ys te mInitiate
e xit action
Ente r s ys te m
PROFESSIONAL LEV EL
TECHNICAL LEV EL
PROFESSIONAL LEV EL
TECHNICAL LEV EL
Feedforward Control System
Feedback Control System
In itiateaction 2
Tak eaction 2
Controle ve nts
Actions
Young people abused through prostitution
Policy: Young people engaged in prostitution will be treated as children at risk rather than as offenders
Practice: Virtually no effect on child care practice in most parts of the country
Stru ctu ra l/po litica l
C u ltu ra l
W ider po litic a l c ontex tDoes the new
th inking f it?
In teres ts
Rig id ity /f lex ib ility
Hierarc hy
Interes ts Pers onality
V alues
Trad ition
Change or ientation
Pow er of propos er-c ompuls ion-monitor ing
-other s ourc es of pres s ure
Legitimac y , v a lue andperc eiv ed v a lue of
th is c hange
R esou rce s
Pers onnel
Phy s ic a l/f inanc ia l
Likelihood that aproposed c hangewill be ac c epted
into prac tic e
Persona l
Sta tus/leg itimacy/va lu e
Factors affecting the likelihood that a proposed change will be accepted into practice within an organisation
Ex per ienc e
F it with o r compe titionwith o the r
p r io r itie s/p ressu res
Stru ctu ra l/po litica l
C u ltu ra l
W ider po litic a l c ontex tDoes the new th inking
f it?
In teres ts
Rig id ity /f lex ib ility
Hierarc hy
Interes ts Pers onality
V alues
Trad ition
Change or ientation
Pow er of propos er-c ompuls ion-monitor ing
-other s ourc es of pres s ure
Legitimac y , v a lue andperc eiv ed v a lue of
th is c hange
R esou rce s
Pers onnel
Phy s ic a l/f inanc ia l
Likelihood that aproposed c hangewill be ac c epted
into prac tic e
Persona l
Sta tus/leg itimacy/va lu e
Factors affecting the likelihood that a proposed change will be accepted into practice within an organisation
Ex per ienc e
F it with o r compe titionwith o the r
p r io r itie s/p ressu res