Toward a New "Normal": An Analysis of Emerging Leadership Practices in a Changing Child and Youth Protection Organization

• Published in: Child & youth services 2024-01, Vol.45 (1), p.45-76
• Main Authors: Bunders, Arnout Ernst, de Wit, Emma Emily, Dinkgreve, Marcus Antonius Henricus Maria, Broerse, Jacqueline Elisabeth Willy, Regeer, Barbara Johanna
• Format: Article
• Language: English
• Subjects: Action research; Case management; Changes; Child and youth protection; Children; Children & youth; Family roles; Leadership; Meetings; middle management; normalization practices; organizational change; Peers; Protection; Teams; Teamwork; video-reflection; Youth organizations
• ISSN: 0145-935X; 1545-2298
• DOI: 10.1080/0145935X.2023.2220959

Many child and youth protection organizations are changing from being bureaucratic to becoming more learning-oriented. In the course of this radical change, many tensions and challenges are experienced. This article addresses the challenges and strategies in normalizing a radical new way of working in a child and youth protection organization in Amsterdam. It focuses specifically on the work of team leaders (middle management) in reflexive team meetings. A qualitative approach was used to understand middle-management strategies employed in team meetings to support the process of normalizing a new method called Intensive Family Case Management (IFCM). Normalization Process Theory (NPT) was used to guide the study. By using the action learning and action research approach, using peer-leader video-reflection during team meetings in a child and youth protection organization in Amsterdam, the processes leading toward normalization were observed and analyzed in depth. Peer team leaders reviewed the videos in focus group discussions (FGDs) to help interpret the data. The results show the various ways in which reflexive team meetings support the normalization process-sense-making, appraisal and engagement-and shed light on the tensions experienced by team leaders, such as shared responsibility versus dominance/control and efficiency versus learning. Some of these tensions concern defaulting to old ways of working, while others reflect the complex nature of change processes in a dynamic system. Ultimately, this study shows the importance of leaders being aware of tensions within teams in a change process and employing a "both/and" strategy to deal with these tensions.