Stephen Stirk is Director of Human Resources for the social care charity United Response. He has had over 30 years' experience in human resources, organisation development and line management positions, including specialism in organisation design and development with GlaxoSmithKline. Helen Sanderson is Director of Helen Sanderson Associates. She has written extensively on person-centred thinking, planning, community building and Individual Service Funds. She has worked with a range of providers to enable them to deliver more personalised services. She is co-author (with Jaimee Lewis) of A Practical Guide to Delivering Personalisation: Person-Centred Practice in Health and Social Care (Jessica Kingsley Publishers).

The book aims to define what person-centred practice means in organisation which aspire to deliver personalised services... The checklists in each chapter describe both the detail of what we expect to see in a person-centred organisation and they also give readers an opportunity to celebrate areas of responsibility that are being delivered well and to think about areas where development might occur... This person-centred approach on "one-to-one", focuses on there being opportunities for appreciation and feedback and reflection on progress and learning and an opportunity for shared problem-solving... Person-centred practices enable teams to deliver, at their best, in ways that work for everyone... The concluding chapter summarises the book so well that it alone could be used as the principles of good practice... If people working in health and social care use the tools and techniques provided by Stephen Stirk and Helen Sanderson, then they will have a multitude of options to take their organisation forward to become truly person-centred.

• Acknowledgements. List of Figures. Part 1. 1. Person-centred Organisations. 2. Person-centred Practices and Conventional Organisation Development. Part 2. 3. Vision, Mission, Values and Strategy. 4. Organisation Design. 5. Working Together. 6. Creating a Person-centred Culture. 7. Leadership. 8. Human Resources. 9. Person-centred Team Working. 10. Enabling Risk. 11. Measuring and Improving Quality. 12. Managing Change. 13. Conclusion. Appendix 1. Progress for Providers. Appendix 2. Progress for Providers for Managers. Endnotes. About the Authors. Index.

Stephen Stirk is Director of Human Resources for the social care charity United Response. He has had over 30 years' experience in human resources, organisation development and line management positions, including specialism in organisation design and development with GlaxoSmithKline. Helen Sanderson is Director of Helen Sanderson Associates. She has written extensively on person-centred thinking, planning, community building and Individual Service Funds. She has worked with a range of providers to enable them to deliver more personalised services. She is co-author (with Jaimee Lewis) of A Practical Guide to Delivering Personalisation: Person-Centred Practice in Health and Social Care (Jessica Kingsley Publishers).

The book aims to define what person-centred practice means in organisation which aspire to deliver personalised services... The checklists in each chapter describe both the detail of what we expect to see in a person-centred organisation and they also give readers an opportunity to celebrate areas of responsibility that are being delivered well and to think about areas where development might occur... This person-centred approach on "one-to-one", focuses on there being opportunities for appreciation and feedback and reflection on progress and learning and an opportunity for shared problem-solving... Person-centred practices enable teams to deliver, at their best, in ways that work for everyone... The concluding chapter summarises the book so well that it alone could be used as the principles of good practice... If people working in health and social care use the tools and techniques provided by Stephen Stirk and Helen Sanderson, then they will have a multitude of options to take their organisation forward to become truly person-centred.

• Acknowledgements. List of Figures. Part 1. 1. Person-centred Organisations. 2. Person-centred Practices and Conventional Organisation Development. Part 2. 3. Vision, Mission, Values and Strategy. 4. Organisation Design. 5. Working Together. 6. Creating a Person-centred Culture. 7. Leadership. 8. Human Resources. 9. Person-centred Team Working. 10. Enabling Risk. 11. Measuring and Improving Quality. 12. Managing Change. 13. Conclusion. Appendix 1. Progress for Providers. Appendix 2. Progress for Providers for Managers. Endnotes. About the Authors. Index.

Stephen Stirk is Director of Human Resources for the social care charity United Response. He has had over 30 years' experience in human resources, organisation development and line management positions, including specialism in organisation design and development with GlaxoSmithKline. Helen Sanderson is Director of Helen Sanderson Associates. She has written extensively on person-centred thinking, planning, community building and Individual Service Funds. She has worked with a range of providers to enable them to deliver more personalised services. She is co-author (with Jaimee Lewis) of A Practical Guide to Delivering Personalisation: Person-Centred Practice in Health and Social Care (Jessica Kingsley Publishers).

The book aims to define what person-centred practice means in organisation which aspire to deliver personalised services... The checklists in each chapter describe both the detail of what we expect to see in a person-centred organisation and they also give readers an opportunity to celebrate areas of responsibility that are being delivered well and to think about areas where development might occur... This person-centred approach on "one-to-one", focuses on there being opportunities for appreciation and feedback and reflection on progress and learning and an opportunity for shared problem-solving... Person-centred practices enable teams to deliver, at their best, in ways that work for everyone... The concluding chapter summarises the book so well that it alone could be used as the principles of good practice... If people working in health and social care use the tools and techniques provided by Stephen Stirk and Helen Sanderson, then they will have a multitude of options to take their organisation forward to become truly person-centred.

• Acknowledgements. List of Figures. Part 1. 1. Person-centred Organisations. 2. Person-centred Practices and Conventional Organisation Development. Part 2. 3. Vision, Mission, Values and Strategy. 4. Organisation Design. 5. Working Together. 6. Creating a Person-centred Culture. 7. Leadership. 8. Human Resources. 9. Person-centred Team Working. 10. Enabling Risk. 11. Measuring and Improving Quality. 12. Managing Change. 13. Conclusion. Appendix 1. Progress for Providers. Appendix 2. Progress for Providers for Managers. Endnotes. About the Authors. Index.