Work in Partnership in Health and Social Care or Children and Young People’s Settings

Identify the features of effective partnership working
All the parties involved have some sort of personal stake in the partnership; All the partners are working towards a common aim; The partners have a similar ethos or system of beliefs; The partners work together over a reasonable period of time; There is agreement amongst the partners that a partnership is necessary; There is an understanding of the value of what each partner can contribute; There is respect and trust between the different partners.

They share creativity, risk, responsibility and resources;
Participants are able to feed off each other’s energy and enthusiasm; They can attract more funding from a diverse range of sources; They highlight different issues, problems and solutions;
There is more potential for productivity/efficiency;
Service delivery is often more effective;
They offer support and diversity.

Explain the importance of partnership working with
• colleagues

Partnership working with colleagues it ensures that the service is delivered as a team and that all members of the team contribute their strengths to deliver a high standard of care and support to an individual.

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It ensures that all of the team feel competent and confident within their roles and support each other as well as being able to work individually.

Analyse how partnership working delivers better outcomes

We can deliver better outcomes with partnership working when all parties are working towards the same goals for the service ort for individuals. That all parties have a good and mutual knowledge of the person they are delivering the service to and so that they are aware of each other’s input and all have a similar or same goal.

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Working in partnership ensures good communication throughout the process and that a high standard of care and support is delivered to the individual.

Explain how to overcome barriers to partnership working

Read more: Identify the Features of Effective Partnership Working

It is important and vital to overcome barriers when partnership working you must ensure that each individual and their job role or relationship to an individual is respected and the knowledge that they possess that I may not have and is furthering my own knowledge and learning new skills and attributes. Overcoming these barriers will further my learning and knowledge and add to my confidence and competence in similar situations that may arise in the future. Accepting others for who they are and having respect for each other ensures a good working partnership.

[CU2940.2] Be able to establish and maintain working relationships with colleagues 2.1
Explain own role and responsibilities in working with colleagues

It is my role to lead, inspire and work with my colleagues to provide partnership excellent partnership working. It is my responsibilities to work with colleagues to provide a hig standard of care and support to individuals we work with. I need to promote a good model of care and challenge poor practice with colleague in a way that support the service objectives and business objectives of the organisation. Provide colleague with supervision and feedback on their work practices and where colleague do a ‘good job’ or work with excellence promote this with in the service.

Develop and agree common objectives when working with colleagues

It is important that we develop and agree common objectives with colleagues so that we aim for the same goals for individuals and for the needs of the service we provide. Having common objectives provides clear concise records and means that it promotes good team working and promotes good partnership working. It support colleagues to feel valued with in their job role.

Evaluate own working relationship with colleagues

I have completed a SOWT analysis on myself around working relationships with colleagues.

I am honest, trustworthy, committed, good communication, creative, ability to inspire, positive role model.

Sometimes I can multi task and not fully listen to a colleague, sometimes I need to delegate some of my work load, sometimes I can make a quick decision before thinking it though.

Able to seek people who have a passion and drive for the job, work on developing those who are keen, where I may not have good working relationship with a colleague I will try to get to know that colleague and spend time with them to understand them and build on that relationship.

Always having to be smiley, telling people bad news, not letting someone down.

Deal constructively with any conflict that may arise with colleagues

We have to realize that some conflicts are inevitable at work. Whenever people are committed and fired up, or change and new ideas are emerging, conflict and disagreement are bound to happen. When conflict happens it’s not the end of the world. It can be the beginning of an interesting learning process. Conflicts mean that people care enough to disagree strongly. The thing to do is not to allow the conflict to go on forever. Resolve a conflict when it starts, as it only gets worse with time.

Conflicts at work arise not from something that was said, but from something that wasn’t said! Everyone’s waiting for the other to admit he’s wrong and gets more unpleasant after the conflict has stewed for a while. It’s essential to interrupt the “waiting game” before it gets to that point. If somebody has done something that made you angry, or if you don’t understand their viewpoint or actions, simply asking about it can make a world of difference.

Never assume that people do what they do to annoy or spite you. Sometimes there’s good reason why that person does what he or she does (even the things that really get on your nerves), and a potential conflict evaporates right there.

Make your inquiry just that–an inquiry, not an accusation of any sort: “Say, I was wondering why you did ‘X’ yesterday” or “I’ve noticed that you often do ‘Y’. Why is that?” are good examples. “Why the hell do you always have to ‘Z’!” is less constructive. Invite the other person to talk about the situation. A hurried conversation at your desk between emails and phone calls won’t solve anything. You need an undisturbed location and time to address the issue. Observe. Identify what you see in neutral, objective terms. This is where you describe the facts of the situation as objectively as possible. What is actually happening? When and how is it happening?

What is the other person doing and, not least, what are you doing? You’re only allowed to cite observable facts and not allowed to assume or guess at what the other person is thinking or doing. You can say, “I’ve noticed that you’re always criticizing me at our meetings” because that’s a verifiable fact. You can’t say “I’ve noticed that you’ve stopped respecting my ideas” because that assumes something about the other person. Apologize. Apologize for your part in the conflict. Usually everyone involved has done something to create and sustain the conflict.

Remember: You’re not accepting the entire blame, you’re taking responsibility for your contribution to the situation Appreciate. Praise the other part in the conflict. Tell them why it’s worth it to you to solve the conflict. This can be difficult as few people find it easy to praise and appreciate a person they disagree strongly with, but it’s a great way to move forward. Identify the consequences. What has the conflict led to for you and for the company? Why is it a problem? Outlining the consequences of the conflict shows why it’s necessary to resolve it. It also helps participants to look beyond themselves and see the conflict “from the outside.” Define an objective.

What would be a good outcome? It’s essential to set a goal so both parties know the outcome they’re aiming for. That makes reaching the outcome a lot more likely. Ask for specific actions that can be implemented right away. For example: “I suggest that we introduce a new rule: At meetings when one of us suggest something and the other person disagrees, we start by saying what’s good about the idea and then say how it could be better.

Also, if we start to attack each other as we have before, I suggest we both excuse ourselves from the meeting and talk about it in private instead of in front of the entire team. And, what do you say we have a short talk after our next project meeting to evaluate how it went? How does that sound?”

Develop procedures for effective working relationships with other professionals Develop trust by guarding confidences. Keep your appointments and do your work well. This demonstrates that others can count on you. Follow through on your promises. If you discover that you can’t fulfill a promise, apologize and offer to resolve the matter in another way. Take responsibility for your mistakes, rather than casting blame on someone or something else. Integrity is central to trust. Be fair and honest in all your dealings. Collaborate with professional in group working around supporting individuals. Exchange ideas and be willing to change the way you usually do a task.

Give credit to others for their contributions. Provide constructive criticism and request feedback on your work. Do your share of the work. Volunteer to take on challenging pieces of work. Be an encourager by praising the successes of others and by inspiring them.. Improve your communication skills by listening attentively to others and speaking clearly. If you aren’t sure you understand the other person, repeat the statement in your own words and ask whether you understand it correctly. Let others know that you value their opinions.

Maintain eye contact during conversations. Keep your emotions in check, and don’t use berating words if something upsets you. Provide your contact details to individuals, other service providers and professionals so they can contact you. Show respect for others. Be interested in the perspectives of other professionals, and be willing to examine viewpoints that are different from your own. Share your own perspectives in a courteous manner. Maintain a professional and courteous attitude.

Agree common objectives when working with other professionals within the boundaries of own role and responsibilities

Please see above 3.2


Evaluate procedures for working with other professionals

I have completed a SOWT analysis on myself around working with other professionals.

I am honest, trustworthy, committed, good communication, creative, good listener

Take on too much, agree to something/tasks when not looking at work lead

Learn from other professional especially the knowledge of individuals we support or their own specific subject knowledge that they have

Not having confidence when speaking with other professional when I feel that their knowledge out ways the knowledge of my own.

Deal constructively with any conflict that may arise with other professionals

Please see above 2.4

[CU2940.4] Be able to work in partnership with others
Analyse the importance of working in partnership with others

It is important that we work with others as we may be dealing with parents or relatives of the people we are and support. It is important we promote partnership working to meet the goals for individuals and have agreed ways of working. It is important to promote the partnership working to be able to obtain constructive feedback and focus on positive outcomes for individuals.

Develop procedures for effective working relationships with others

Please see 3.2

Agree common objectives when working with others within the boundaries of own role and responsibilities

Please see 3.2

Evaluate procedures for working with others

I have completed a SOWT analysis on myself around working with others.

I am honest, trustworthy, committed, good communication, creative, good listener

Agree to do things to pacify the other person, may not fully listen to what they are saying.

Other may be relatives and family and they know their relative we care for well. Learn from them in relation to the individuals we support. Listen to them.

Saying the wrong thing and upsetting a relative or family member or other people we may be working with.

Deal constructively with any conflict that may arise with others

Please see above 2.4

Cite this page

Work in Partnership in Health and Social Care or Children and Young People’s Settings. (2016, May 18). Retrieved from

Work in Partnership in Health and Social Care or Children and Young People’s Settings

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