www.macmannberg.dk

©

Constructing World

Workshop about Rusmiddelcenter Odense

(Center for Drug Abusers in Odense)

Hasse Thomas Jacobsen, FAB/RusmiddelCenter Odense

Jørgen Gjengedal Madsen, MacMann Berg

www.macmannberg.dk

©

“Coming to the Center for Drug Abusers, I live a MUCH better and ’normal’ life, which I am very gratefull for. Therefore I want to thank MacMann Berg and all the others

who are doing a great job. I hope the Center will continue to exist in order to help many more lost

PEOPLE”.

A mail from a drug abuser from Odense.

www.macmannberg.dk

©

Presentations

• Hasse Jacobsen, Deputy Manager RusmiddelCenter Odense

• Masters of Arts in Litterature, Master in Public Management

• Studies in systemic theories since 2003

• Working experience from folk high school, residential institution for mentally disabled people and drug treatment centre

• Jørgen Gjengedal Madsen

• Director of MacMann Berg Group

• Consultant MacMann Berg DK

• Studies in systemic theories since 1992

• Author and co-author of several articles and books about systemic leadership

• xxxxxxxxxxx

www.macmannberg.dk

©

Key points

• Working with the whole organisation

• Connecting systemic ideas to the strategy of the organisation

• Epistemology – a way of understanding human beings

www.macmannberg.dk

©

The workshop

• Short introduction

• The past – some historical points

• How did we change the organisation?

• The content of the internal education

• The form of the internal education

• Connections and ideas

www.macmannberg.dk

©

The past – before 2001

• Clients/Users were unsatisfied with treatment and staff

• Staff was unsatisfied with management

• Co-operative partners (municipalities, pharmacies, generel practitioners…) were unsatisfied with the treatment centre

• Complaints from staff about the management to the county administration

• Danish Working Environment Authority began looking at the organisation because of staff dissatisfaction

• More than 10 members of the staff were in treatment at the Working Environmental clinic

• Time from contact to treatment was more than 10 months, more than 70 clients/users on waiting list

• Treatment based upon private beliefs, not professionalism and evidence

• High degree of control in treatment, positive urine tests led to dischargement

• Continued drug abuse while in treatment was seen as lack of motivation

• Calling for help – thorough investigation by external consultants

www.macmannberg.dk

©

The past – before 2001

Employer

• In the beginning I was employed in a 6 months vacancy and after 2-3 months I was relieved that it was only a temporary vacancy because then I could get my things and leave. There was very little appreciation. There were some problems with staff that were dealt with in a highly inappropriate way – at times almost violently.

Manager

• I couldn’t cope with the fact that in my own opinion I was not doing my job properly. I constantly had to do things, that I didn’t believe in.

www.macmannberg.dk

©

How did we change the organisation?

• New management and reorganisation

• Working with the organisation from buttom to top - starting with the top

• Systemic thinking and systemic leadership as a strategi for the whole organisation

• Systemic education for everybody in the organisation in order to develop communication, reflexion, professionalism, organisational development and sharing of knowledge

• Why did we choose a systemic approach?– De- and re-contructing the stories in and about the organisation

– From de-preciative to appreciative

– From ”about” the client to ”with” the client

– From troublesome to constructive collaborators

– From staff as necessary to staff as a ressource

– From control to trust

– From ”private belief” to professionalism

www.macmannberg.dk

©

The form of the internal education

• First step - all managers educated in systemic thinking

• Second step – all staff educated in systemic thinking, and managers on each education seen as ressources

• Third step – linking education to praxis

• Fourth step – ressource persons in each division

• Fifth step – an on-going process

www.macmannberg.dk

©

The effect of the internal education

• Evaluation of internal education in 2007 showed considerable effect on a lot of parameters:

– Appreciative capacity

– Manager – staff

– Staff – staff

– Staf - Clients

– Communication

– Influence

– Better use of the competences of the staff

– Better understanding of treatment from the clients´ perspective

– Expenses for inpatient treatment from 38 mill. (1999) to 5 mill. (2009)

• Clients:

– They say things more directly now

– They have become better at asking

– More positive atmosphere, more respect