'You don't know what you don't know': The essential role of management exposure, understanding and commitment in peer workforce development

Byrne, L, Roennfeldt, H, Wang, Y and O'Shea, P 2019, ''You don't know what you don't know': The essential role of management exposure, understanding and commitment in peer workforce development', International Journal of Mental Health Nursing, vol. 28, no. 2, pp. 572-581.


Document type: Journal Article
Collection: Journal Articles

Title 'You don't know what you don't know': The essential role of management exposure, understanding and commitment in peer workforce development
Author(s) Byrne, L
Roennfeldt, H
Wang, Y
O'Shea, P
Year 2019
Journal name International Journal of Mental Health Nursing
Volume number 28
Issue number 2
Start page 572
End page 581
Total pages 10
Publisher Wiley-Blackwell Publishing Asia
Abstract The peer workforce has increased significantly in recent years; however, structured development and support for the roles are lacking. This paper explores the role of executive and senior management understanding in the employment of peer roles. In-depth, semi-structured interviews and one focus group were conducted with 29 participants from a range of nongovernment and public mental health services within Queensland, Australia. Findings of this study suggest management exposure to and understanding of peer work are essential to the development of an effective peer workforce. Exposure and understanding of peer roles reportedly led to greater acceptance and commitment from management. This commitment inspired action in the form of; enhanced support including advocacy/championing, increased development of roles and influenced culture within the organization to be more accepting of peer work. There was a perception that developing an 'accepting' organizational culture supported the integrity and expansion of peer roles including designated 'peer management' positions. Development of peer management positions is suggested as an effective means of improving the impact of peer perspectives, advocating for peer work and providing ongoing and timely supervision. Recommendations include the need for training and information for management on the unique function, purpose and value of peer roles; and the development of networks, including mentoring opportunities, for organizations with limited experience to gain support and advice from those with greater experience developing peer roles.
Subject Organisational Behaviour
Keyword(s) Lived experience
Mental health reform
Peer work
Recovery
Workplace cultural change
DOI - identifier 10.1111/inm.12562
Copyright notice © 2018 Australian College of Mental Health Nurses
ISSN 1445-8330
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