Four Key Principles

 The way people choose to construct meaning will influence how they behave etc. (Social Constructionism)  The context and the interaction between many inter-related systems and subsystems will influence peoples approaches to work (Systems Theory)  The quality of relationships between people will influence processes and outcomes (Enabling Dialogue)  All approaches to work reflect theoretical assumptions (implicit and/or explicit). Processes and outcomes will be influenced by peoples chosen theoretical positions (Informed Reasoned Action)

Core Principle 1 - Social Constructionism (Burr 1995)

 Peoples versions of events are socially constructed within contexts that are influenced by many inter-related factors (e.g. - cultural, political, social, psychological, philosophical and organisational)  Peoples chosen constructions influence their assumptions, expectations and actions - and vice versa  It is helpful to check out & explore how relevant people are choosing to construct their versions of events and the implications of these  It is also helpful to explore alternative constructions and the implications of these

Core Principle 2 - Systemic Thinking

(Campbell et al., 1994)
 People s issues and concerns need to be framed and understood within their holistic contexts - reductionist approaches may not be helpful  There are complex reciprocal relationships between systems and subsystems (e.g. cultural, political, social, psychological, philosophical and organisational)  It is helpful to check out, explore and manage systemic issues in order to promote fundamental rather than symptomatic change  Concepts from systems theory promote systemic thinking and provide a helpful basis for understanding and managing systemic change issues

Core Principle 3 - Enabling Dialogue

 The quality of collaborative work and the quality and extent of change will be influenced by the relationships between the practitioner, service users and other key people  It is necessary to engage all relevant people actively in appropriate relationships in order to understand and facilitate desired change(s) - It is helpful to enable and empower people rather than foster dependency  It is helpful to consider carefully which people/aspects of the system to engage with - when, where, how, why and at what level etc  The application of concepts from Choice Theory, Motivational Interviewing and the work of Carl Rogers will help to establish appropriate relationships

Core Principle 4 - Informed Reasoned Action

 All decisions/actions reflect theoretical assumptions even when they are not made explicit  It is helpful to make informed decisions about and explicit use of some psychological and/or other theories/conceptual frameworks which might be relevant to the specific local context  These will influence how people construct or make sense of issues and behaviour - including their own  It is helpful to consider how to apply selected theories etc to construct/reconstruct change issues and hypotheses etc - and to promote desired change(s)

To Support an Understanding of the Change Process Using COMOIRA.

What are the various constructions of the EP role? (What should EPs be doing from the perspective of: LA Officers; CAMHS; EPs; Parents; Students ; Schools; Others ) What are the systemic issues that may be contributing to those constructions? (What is it in the systems in which people work that may contribute to how they construct the EP role?) What types of dialogue may be enabling / engaging for people so that we can promote effective change? (What type of conversations may be useful to help prepare for change and create an effective bedrock for that change?) What psychological theories and practices inform this process and how can those psychologies by used explicitly?

Given all the above, in which decision point might you best start to help enable the aspired changes and how might you go about this?

COMOIRA - functions and processes

Consider together how the process has gone so far. Is there a need to move to a different stage or repeat a stage etc. - or exit or start new process?
Construct and Clarify Key Change Issues Review the Process Clarify and Explore Relevant Hypotheses

Explore together exactly what people want to change and who they believe should make those changes and how, when etc.

Jointly agree who will monitor and evaluate how well the changes are being implemented and maintained in relation to the initial concerns also when and how they will do this etc.

Explore together relevant peoples beliefs and assumptions about causes, maintenance factors and also perceived solutions.

Evaluate the Change(s)

Explore how relevant people are choosing to construct issues Consider the implications of these Manage systemic issues Engage appropriately Make explicit and use the psychology, rationale and/or evidence

Explore Construction s of Intention to Change

Work together to enable and empower all relevant people to make the agreed changes and also to consolidate and maintain agreed changes.

Facilitate Change(s)

Explore Construction s of Ability to Change Reflect Reframe and Reconstruct

Explore together relevant peoples strength of intention to change - which tends to be related to actual behavioural change.

Reflect together and reframe or reconstruct jointly some agreed views of events etc. which might include any issue or aspect of the process etc.

Explore together relevant peoples ability to change or perceived selfefficacy - which also tends to be related to actual behavioural change.