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Medium 9781782203018

Chapter Two - Working with Professional Systems

Karnac Books ePub

Wendy Lobatto


Children and young people coming into the care of the state are likely to have suffered painful and chronic experiences of deprivation, neglect, abuse, and complex trauma in their birth families which have played a part in shaping their neurophysiological and emotional development, as Graham Music goes on to discuss in the next chapter. Such children have had to adapt to the conditions in which they found themselves, to develop strategies and defences to enable them to survive. These children additionally now find themselves without an adequately functioning birth parental figure and their parenting needs are to be taken over by agencies of the state.

Parenting is a highly complex, multi-faceted, and emotionally involving task which is demanding for parents living in ordinary circumstances. Fostering children who have been hurt and damaged by the adults who should have been caring for and protecting them, and with whom there is no primal “blood” familial connection is an especially demanding task. Social workers are required to make quasi-parenting decisions in the midst of legal disputes, high caseloads, and organisational constraints of various kinds. Creating a good enough parenting team out of a group of paid professional workers requires a particular commitment and approach, especially when this parenting team has to work closely together within contexts of trauma and secondary trauma, profound organisational pressures, and the frequent replaying of trauma-induced organisational dynamics which militate against the provision of good, healthy, and integrated care.

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Chapter 9 Attending to the Details

Weisbord, Marvin Berrett-Koehler Publishers ePub

The steering committee will decide how to get people who meet their criteria. Alternates may be identified in case first choices can’t make it. Sometimes stakeholder groups are asked to send volunteers.

Example: To recruit for an industrial plant Future Search, the manager told team members and leaders that anyone who wanted to come was invited. They had room for one team leader and three team member groups. They filled the circles with volunteers, guaranteeing commitment and enthusiasm. (When we have more volunteers than slots, we suggest a lottery.)

Q: Do stakeholders repres ent their organizations?

A: We never consider FS participants as “representing” anyone or anything except themselves. They bring important information, viewpoints, and experience as stakeholders. We think it’s unrealistic to assume that they can speak for or can commit people who aren’t there.

Once they agree on a name for the Future Search and the stakeholders to invite, steering committees then follow through on the rest of the items on the planning agenda.

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Medium 9780253339638

Appendix E. Chilton's June 29 Message to Stuart

Brian K. Burton Indiana University Press ePub


The following is the complete text of the message sent by Robert H. Chilton, Lee's chief of staff, to Jeb Stuart and endorsed by Stonewall Jackson on June 29 (published in Chambers, Stonewall Jackson, vol. 2, pp. 59–60).


Gen'l Stuart

The Gen'l Comd’g requests that you will watch the Chickahominy as far as Forge Bridge, ascertain if any attempts will be made in that direction by the enemy, advising Gen'l Jackson, who will resist their passage untill reinforced. If you find that they have passed down below where they cannot cross, leave a force to watch movements which may be made, & recross yourself to this side for further operations. I am Sir Resply

yr obdt sert
R H Chilton

Hdqrs Charles City Road

June 29

3 h. 5 m. P.M. Genl. Ewell will remain near Dispatch Station & myself near my present position. T.J.J. [marginal note]

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Chapter 12 I Will Not Be Captured

Rick Miller University of North Texas Press PDF

I Will Not Be Captured


Jim Brow[n] if I ever kill any man in that country it will be eather for killing some of my kinfolks or els it wil be in resisting being captured for if the court knowes its self I will not be captured in that country alive tho I wil come there just when I pleas. I wrode by your house the first Monday night in August 1875. I stoped near the old yard fence and stood for an hour and my mind run back over my whole life and I thought of my childhood and the hapy hours that I had passed in the old cabin home.

Oh what dreadful thoughts pierced my hearts intermost core for a little while but I cursed my weekminded soul and treated myself to a drink of good old brandy and wrode on with a bold heart. It hurt me very bad when I heard that Johnson McKeown had bin hunting me with the intention of betraying me and geting me in to a snair to be killed for I loved him like a brother. Oh the hapy hours that I have passed with Johnson but now they are oer.

Two nights before I passed your house I was at home and my own Dear Father told me never to put my foot in his house again. and Brother Jim quit me and said I was too bad for him and my kinfolks is all so D___D cowardly. they don’t want me to come about them so I stil alone tread the living land destitute of friends but G___d the world and every son of a bitch that don’t like me for I am a wolf and it is my night to howl. I expect to get killed sometime but you may bet your sweet life that I will keep the flys off of the son of a bitch that does it while he is at it.

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Medium 9780749471170

07 Make it happen and improve

Jeroen Geelhoed Kogan Page ePub


Make it happen and improve

A vision and a strategy are worth just as much as making it happen. The first value wave Lead the Value may be set up perfectly, but will have no value whatsoever if you do not continue on to the second wave. That is why we will now focus on make it happen and improve. Whatever you have developed in terms of vision, strategy and brands must be put into practice. The goals must be realized and customer, employee, financial and social value must actually be created.

To achieve this, we make a distinction between three main streams. Living the vision and the brand is focused on first. Executing the strategy is next. The third main stream is empowering entrepreneurship within an organization to help realize goals and continue improving performance. This chapter also refers regularly to the theme of behaviour change. Changing behaviour is not always easy as much of it is subconscious, according to many psychologists. The behavioural guru Ben Tiggelaar believes that 95 per cent of our behaviour is subconscious. He uses the example of driving a car: Often we drive entire stretches without knowing precisely where we have been afterwards. Sometimes we even feel as if we are waking up behind the steering wheel. Up until that moment we managed to keep our car between the white lines and at a safe distance from our fellow road users completely automatically. These abilities have become everyday habits and we operate automatically (Tiggelaar, 2010: 21). The same applies to our behaviour within our organizations, which is why various sections in this chapter contain links to a number of insights from behavioural sciences.1 These will demonstrate that inspiration as well as discipline are still needed.

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