Foucauldian Iterative Learning Conversations - an example of organisational change: developing conjoint-work between EPs and Social Workers |
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| Authors: | Brian Apter |
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| Institution: | Wolverhampton City Council, Wolverhampton, UK |
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| Abstract: | An organisational change-process in a UK local authority (LA) over two years is examined using transcribed excerpts from three meetings. The change-process is analysed using a Foucauldian analytical tool – Iterative Learning Conversations (ILCS). An Educational Psychology Service was changed from being primarily an education-focussed service-provider for children and families, to having a broader multi-agency focus, exemplified in conjoint work with the Social Care department of the LA in non-educational contexts, particularly in changes in working arrangements with children and young people (C&YP) who use Harmful Sexual Behaviour (HSB), and with their families. It is proposed that change-process models used by educational psychologists do not adequately take account of the exercise of power within organisational-change discourse. An exemplar of organisational change described is revealed using ILCS to be an ineluctable top-down innovation, idiosyncratically commissioned and forcefully driven by senior managers in the organisation. |
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| Keywords: | Foucault organisational change harmful sexual behaviour power discourse analysis psychologist social worker conjoint |
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