Personal action potency Young children with special need benefit from having an interpersonally approach to their care and education Social practice theory developed by Drier, contributed to the term social context, social context are recreated by the people living in HTH time and place. Social practice theories are important and personal action potency are important factors minored to understand the complexity behind the interpersonally working for the care and education for young children with SEEN First case study -? garden private day nursery Special funded SEEN places by authorities.
Contacting a EAT if have concern about a child SEEN needs, others viewed early years staff from a historical perspective which affected the interpersonally working. i. E staff in a day care are poorly qualified people who are not experts in the education sector. Therefore the communication can break down during this process. – difficult to communicate to outside agencies, found lack of support and nursery staff have to use own initiative within the setting to support these young children.
Personal action potency in the interpersonally arenas, with the potential to extend their collaboration working to other agencies for other children in the setting, was limited by lack of access in spite of competent, confident staff with high levels of personal agency in the context of the setting Second case study- chatter community preschool No automatic funning for SEEN children. Inclusive grant will have to be applied. The EAT makes a more dominate role as working within the school they will carry out most task, however they do not support the staff at all times.
Staff find it difficult when the EAT communicate directly With the parent as staff live the rapport with the parent could be damaged if they are kept in the shadow which will affect their parent and staff relationship. The setting supported other early year settings in every child’s a talker. Using direct links the have adopted over time. The school did request to be able to attend child Daniels SLOT meeting however this is not a normal procedure and the preschool have the duty to fund the personnel being sent.
Interpersonally practice was perceived to be troubled by the structure of the system. As staff sought to step out side of the interpersonally arrangements, this impacted n practice with Daniel, making it easy for the preschool and the Slat’s involved. Staff engaged more effectively in interpersonally practice with higher status SLOT, driven by their emotional bond with the child, resulting in a successful engagement of personal action potency.
Third case study – Excel children’s centre Six 15 hour places funded by the authorities, to provide one to one support for children with SEEN. Staff had established a network of communication with other agencies unlike the other two settings, this helped them Stay informed of other professionals work with the children. This showed a good example of interpersonally working. As the staff were always in contact with professionals to help the children and SINS would visit regularly keeping them updated.
This network of relationships was built up over time. The manager of the setting believes even thought a structure need to be put into place to facilitate interpersonally working it was the relationships built over time with people that enabled effective practice. The staff felt well regarded by other professionals. In this way personal action potency of staff drew not only on their own paths but also on other team members.
Jenny ‘s key worker in this case made the choices to best suite Jenny and support her through the day as other professionals agencies gave Jenny’s key worker permission to do so, stating she is qualified enough, however the other two settings early years works were in the same qualification category and had similar years of experience. All three setting had outstanding Posted grating’s. In the case studies there is evidence to suggest the strength of potential to act with influence was in fact a shared group activity. Rather then staff being perceived by outside agencies as being a lower quality setting.