Process of Change “The What” and “The How”

 (Excerpts from Amado, A. N. and Mc Bride, M. (2001), Increasing Person-Centered Thinking: Improving the Quality of Person-Centered Planning: A Manual for Person-Centered Planning Facilitators. Minneapolis, Minnesota: University of Minnesota, Institute on Community Integration).

Amado and McBride identify 5 different levels of commitment to person-centered thinking. There are those who embrace it, and weave it throughout their actions and interactions, in all of the work that they do. There are those who support it and actively work to implement initiatives wherever and whenever possible. Next, there are those who believe in it. They like the concept, but have a tendency to stand by and watch, rather than taking an active role in the process. At the fourth level, there are those who are neutral. They’ll “go along for the ride,” but have some doubts about whether the process is legitimate and whether the vision is attainable. Finally, there is the “Yes, But...” level of commitment. These are people who like the concept, but find reasons not to engage directly in the process. They have difficulties moving forward or
taking risks.

The authors also identify qualities of a good facilitator, referring to this as the “what” in the process of change. They note that a change agent believes in the Person-Centered Planning philosophy, and holds a true understanding of the assumptions of Person-Centered Planning. They are committed to and supportive of the process and implement the logistical techniques of Person-Centered Planning, including: Supporting the focus person, inviting appropriate group members, and fostering a welcoming environment that supports creativity. They also have good skills in graphic organizing and group facilitation. A change agent is able to foster commitment and support from all stakeholders, using good listening and humor, and remaining non-judgmental, self-confident, genuine, flexible, and hospitable.​

Finally, the authors offer several suggestions for procedures and processes, which they refer to as the “how” of change. They note that the change agent knows how to facilitate a person-centered plan and can use pacing to move the Person-Centered Planning process along at a rate that works for the focus person and the circle of support. Good listening skills and teamwork enhances the effectiveness of the Person-Centered Planning process. Conflicts must be resolved constructively, and the group must work towards consensus building. The process of change also involves fostering the self-determination of the focus person so the person-centered plan is created by and with them and not for them. An effort is made to build relationships with the members of the circle of support so they will participate in the work of the action plan
on an ongoing basis. Finally, the group celebrates its successes and accomplishments, while recognizing upsets and breakdowns, and re-committing to the process to find
solutions.

Thought Exercise: What is your level of commitment to person centered thinking?
Do you Embrace it? Support it? Believe it? Neutral? Or “Yes, But...?”