Strengths-based approaches should be about people not about systems. As professionals: We will try and make things as straightforward as possible. Embed lived experience in all design, testing, and review of tools and guidance so that we know that the way we work makes sense to people who draw on care and support.
How can systems do this?
Individuals define what matters to them; professionals are there to support and understand this. Using the “I,” “we” and “together” statements:
I statement: I can tell you what matters to me and what I want to achieve with support.
We statement: We work with people to make their goals clear and achievable.
Together statement: Together we co-create plans that balance priorities, risks, and opportunities for growth.
- Applying a strengths-based approach to support planning can be more challenging when what is important to the person might put them at risk. To be strengths-based plans to keep people safe should be really clear about what the person thinks is important. When there are risks involved, particularly if the person might not understand these risks, it is important to take time to prioritise what they want to achieve.
- Include accessible tools for people with communication that support them to have their voice heard. This helps to understand what a person wants to achieve – even if this is considered risky.
- Value emotional and psychological safety as highly as physical safety.
- Supportive leadership is really important in promoting strengths-based approaches. Good leadership supports proactive, risk enablement rather than prioritising defensive practice . This does not mean that you do not intervene to support risk, but it does mean valuing the person’s view when considering how, or whether, to intervene.
- When people are in crisis, or at risk, focusing on getting to know people (relational approaches) and doing some things that might help quickly (timely strengths-based interventions) can make a big difference. This is more important than completing other tasks – e.g. assessments, reviews, referrals. This can improve both wellbeing but also the level of control a person has over their own life (empowerment).
Highlighted pages
A High Impact Change Model to support a strengths-based approach in adult social care
Partners in Care and Health (PCH) asked the Social Care and Health Collaborative to help to develop a tool for councils to help people who work in adult social care to focus on strengths-based approaches. This resource sets out the High Impact Change Model to support strengths-based approaches.
Making it work – putting the model into practice: seven "making it work" action cards
References and resources
This page contains a list of references and resources that informed this model; as well as a list of organisations and individuals who contributed to the discussions, drafting and re-drafting and shared best practice examples to support this tool.