Exploring new ways of thinking about and developing staff practice: the role of modes of thinking

Abstract

Purpose Nobel Prize winner Daniel Kahneman’s work on modes of “thinking” provides a comprehensive text which is little explored in respect of work with people who have an intellectual or developmental disability. This paper aims to explore the potential of this work to change staff development and practice. Design/methodology/approach Key themes from Thinking Fast, and Slow (Kahneman, 2011) are described and applied to current staff practice. Findings Modes of thinking are relevant and important to understanding and improving manager and staff practice. Originality/value To the best of the authors’ knowledge, this is the first attempt to describe and understand staff thinking and practice using Kahneman’s ideas.

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“…Practice leadership should not be seen as the responsibility of an individual, but rather a collective responsibility of the context. Sending individual staff on training in the hope they will be able to influence the whole team, or system, is unlikely, as it is important that practice leaders have an understanding of the external and internal factors determining staff behaviour (Deveau et al , 2021).…”