By Debbie Garvey and Andrea Lancaster
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Additional info for Leadership for Quality in Early Years and Playwork: Supporting Your Team to Achieve Better Outcomes for Children and Families
Reflection: case study Managing hassle In a large nursery there are four people working in the Jelly Baby Room, a twelveplace room for children aged between eighteen and twenty-four months. Staff breaks are scheduled for fifteen minutes each between 10am and 11am. A practitioner reports that she is regularly missing out on her break. On investigation it turns out that there are several hassles. • The first break does not often begin on time at 10am. There are a number of suggested reasons for this: oo Nappy changing (conveyor belt style) starts at 9:30am and is not always finished in the half-hour, especially if it starts late.
Throughout the setting learning is used positively to develop potential as well as to raise practice. Whether through reflection, feedback or more traditional methods, learning is embraced. In other words, leaders ensure that learning is seen as an integral part of quality improvement. Chapter summary This chapter looks at how leaders role model a positive approach to learning and help develop and facilitate a learning culture throughout the organisation. They do this by developing learning potential in themselves and in others.
Qualifications are increasingly asking for candidates to take up some form of journaling as an expected part of the training. For some the journal is like a portable mirror and goes with them everywhere, for others it is something they have to do for a training course, and for yet others it is a document they add to occasionally when they feel the need. If you have to keep a journal, try not to think of it as a chore. Keeping a journal gives you the opportunity to take some time out and think about your work.