Using evidence in social policy - Essay Example

Using Evidence in Social Policy Kinds of tensions Tensions arise in all work settings and result from various forces in the work environment. The kinds of tensions that are likely to arise within a group of people that represent a wide range of disciplines, including mental health staff, social care staff and users include: competition for resources; power and status. These are issues that exist in all organisations but how they are dealt with is very important. Competition for resources Resources are limited and so their use has to be prioritised.

Within organisations there is usually competition for the limited resources available. Each department, division or section may feel that it deserves more resources than the other and so this breed’s hostility between departments if one feels that another has been given the preference. Power The people in the departments are not just competing for resources they want to have a say in what is happening in their organisation. They want to be acknowledged as a valuable contributor in the provision of a service.

This results in tensions between centralisation and decentralisation but also tensions between dispersal and coordination (Newman 2003). The top down approach is scorned by those at the bottom. People do not want to be bullied in to doing things they wanted to be treated with respect and dignity. Status In every profession some people are accorded more status than others. This breeds contempt and result in tensions that affect the way that service is provided. Those with status have power but do not have the knowledge of how change can be brought about while there are those who are not in power but know how the change process works Maddock (2002).

Kinds of evidence to identify in order to support informed decision-making The kinds of evidence that health workers need to see is evidence that whatever policy that is to be implemented has worked in other places. They need to be convinced that research ahs been carried in order to support the change. This process not only informs them but also gets them involved in the decision making process. However, Newman (2003) states that the relationship between the move towards a more inclusive policy process and the collection and use of evidence is ambiguous.

It may either be positive or negative and is dependent on the way in which evidence is not only gathered but also the way in which it is disseminated and evaluated. ‘Evidence may be gathered and shared in a way that promotes reflection and learning within a policy and practitioner community. Evidence-based policy has the capacity to drive network-based problem-solving within practitioner groups or local communities, and to extend democratic participation by promoting access to data.’ The way forward Based on Maddock (2002), healthy action zones (HAZs) provides useful learning for the modernisation process.

Even though they were not able achieve their goals there are some examples of success. These represent the smaller ones in which the local authority and the health authority share boundaries, such as, Walsall, Plymouth and Bradford have demonstrated a real strategy for both community and staff involvement. They therefore can be used as evidence of HAZs that work. If change is to succeed it has to be a well coordinated process. Partnerships need to be developed and all stakeholders need to be integrally involved in the decision making process.

A relationship needs to be developed with trust at the core. Additionally, training had to be provided so that service providers are able to effectively carry out their duties and communicate effectively with each other and with the local community. References Maddock, S. (2002) Making modernisation work: New narratives, change strategies and people management in the public sector. The International Journal of Public Management, 5(1): p. 13-43. Newman, J., (2003) "Modernising government: the politics of reform", in Newman, J, Modernising Governance: New Labour Policy and Society, p.

55-82, Sage: Sage Publications Ltd