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To create a culture that prioritises relationships, you need to look at the whole organisation.
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When you know your goal you do whatever you need to do to reach it. But what if you defined the goal in the wrong way? In this Guide we explore how the goal affects your actions and how you can make sure that you are measuring your success in the right way. Are you meeting an outcome or are you filling a need?
As is often said, hurt people hurt people – it is even more important to consider the flipside: supported people support people. Working with young people and caring for them can be a demanding role, especially in under-resourced and stressful environments. A truly relational organisation also invests in the relationships between managers and staff, creating a positive environment for everyone.
It is important to keep learning and growing. Recognise your staff’s value and expertise by developing internal training and discussion sessions. Enable staff to learn and train more. Training should not be a tick-box exercise but a place for growth and reflection.
First introductions matter. It matters when, how and where they happen. Many young people speak about transitions are often the most difficult times. In this Guide we explore how transitions can be done from the lens of relational practice.
Throughcare and aftercare are important parts of support for young people. The terms itself though are a bit more complicated than they should be. This guide can give you a new or updated understanding of what support during transitions should look like.
Organisational values influence the working culture. They can inspire workers to follow the organisation's mission. However, for them to have an impact they need to be developed with staff and young people.
All relationships take time and effort to build and develop relationships with young people with care experience is no exception, perhaps being even more difficult due to their backgrounds however with the right understanding and approach you could develop a strong and positive connection which will benefit both you and your young person.
Consistency is key to relationships. It is more than stressful for young people to have to a changing system of support around them. Retention of staff is therefore key for good relational practice.
One of the first things you learn when you start your job is when you need to arrive and when you need to leave. Have you ever considered that the pattern of your work affects the relationships you are building?
What do IT systems and relationships have in common? Both usually run in the background and are easily taken for granted. Perhaps surprisingly, IT systems can have a big influence on the quality of relationships and relational practice in general.
Relationships are essential to all parts of life and encompass both our professional and personal lives. They are a vital part of the support networks for our young people and the stronger the relationship the better we can all do our jobs, perhaps making them feel less like a job and more like a vocation. And perhaps more importantly, the stronger the relationship the more important a young person might feel.
You cannot be a relational practitioner, without adapting your practice to the realities and experiences of the young person in front of you. For many young people of colour their experiences are shaped by their ethnicity, race and/or religion. This Guide is a short introduction to how young people who are Black, Asian or part of other ethnic minorities.
Relationships are an important part of everyone’s life. For example, everything we learn as children depends on others teaching us. But did you know that good relationships also have an influence on our physical and mental health (Griffith, 2017)? Relationship-based practice combines what we know about childhood development, trauma, resilience, and relationships to promote the best for children and adolescents.
Early life experiences shape our mind and body in ways that we are understanding more and more, especially when these experiences are traumatic. Trauma-informed practice takes this knowledge and creates a holistic framework for practitioners and organisations to create healing and safe spaces and ways of working.
Mental health – everyone has it and we all need to take care of it. There is a more over-all awareness nowadays regarding our mental health and how to look after this, through many different information outlets and resources available; however, despite this, poor mental health issues are continually increasing. Mental health problems can affect around 1 in 4 people currently in a given year. Poor mental health can happen to all kinds of people from all different walks of life and there can be many contributing factors. You may be looking for some pointers and guidance to improve your mental health or need advice on how to access professional help. This guide will offer you some mental health advice and support links which we hope you find helpful.
Relationships do not just depend on one person, but rather on a network of people and the culture of an organisation. Sometimes one person who simple ‘doesn’t get it’ can put barriers in the way for an entire team to become less relational. So, it’s easy to see why recruiting the right people is so important to create and maintain a relational organisation.