The Health Directions Network Approach

How we work

We release creative energy

We work for collaboration – we don’t assume it

We work for social justice

We use participative approaches

We work with the whole system

We continually move between the foreground detail and the surrounding context

Injecting and releasing creative energy

 
We work for collaboration – we don’t assume it:

Partnership, collaboration and joint working have become buzzwords in the public and voluntary sectors, which can become glossed over and become rhetoric. In Health Directions we try to recognise that we must work for shared understanding and genuine connection between people, especially when we are divided by profession, for example in health and social care, or by power as in professionals and service users.

Injecting and releasing creative energy

We offer our energy to fire yours so that together we make new connections, ideas and insights. Beyond linear thinking into new areas of experience and possibility

Participative Approaches:

Health Directions use a variety of participative approaches including story telling, working with theatre groups and other arts based processes. A number of the consultants are trained in participatory appraisal (PA) – a community based research method which works with the views of local people who are directly involved in deciding what happens in their communities. PA tools include: maps, spider diagrams and other visuals which enable people to start at their own level so that anyone can participate regardless of their education or age.

Working for social justice
We want our work to contribute to social justice and to the reduction of inequalities. Underlying all our work is an awareness of the broader issues of well-being and public health, and the urgent need to reduce the difference in life chances between those who are better off and those who are worse off. We also recognise the complexities of people’s different identities (such as gender/ethnicity etc.). We believe that those making policy and delivering services need to engage with and work explicitly with these differences. We recognise the power bases of professionals which make this difficult, and work especially to help professionals surface and challenge their own assumptions