Chapter Four: Organisational Culture

“Do you genuinely want to start this journey and are you ready for it? Because don't start something, bring people on board, tell them you're giving them some power and influence, if actually you aren't going to be able to. And actually, if there's something much smaller that you can start to start that process, then do that.”

Organisational motives can significantly influence the effectiveness of co-production efforts. When organisations are driven by genuine co-production and service improvement, co-production tends to be more successful. Motivations rooted in a genuine desire to address service needs, rather than purely financial or reputational gains, help build trust and engagement among all involved.

A clear, thought out and co-produced vision that prioritises lived experience and inclusivity can guide how effective and deep rooted co-production can become. Embracing co-production as a core strategy means an organisation is more likely to invest in the necessary resources, training, and support systems to facilitate co-production. An unclear vision can hinder expectations from both senior management and clients, not only making it difficult to achieve meaningful outcomes but also potentially traumatising those involved.

Values underpin the way co-production is conducted. Organisations that prioritise transparency, respect, and mutual benefit are more likely to build strong, productive relationships within and outside of the organisation. When values such as co-production are embedded in the organisational culture, they promote an environment where diverse perspectives are valued and integrated into the processes of the service.

“People will buy into it if they believe it, and they will only believe it if the organisation believe it and commit to it.”

Authentic co-production requires careful planning and consultation to ensure that the voices of those with lived experience are genuinely heard and integrated into decision-making processes. Building trust and transparency between management and those with lived experience is crucial for meaningful collaboration, as it helps to mitigate potential barriers that may arise during the co-production journey.

Organisational commitment to co-production is vital for creating an inclusive environment where all stakeholders feel valued and heard. A strong commitment to co-production not only builds trust between staff and service users but also encourages ongoing engagement and participation, which are crucial for long-term success.

To facilitate effective co-production efforts, having a dedicated lead is highly recommended. This individual ensures accountability and focus on co-production initiatives, driving consistent progress and engagement. A dedicated lead enhances communication and collaboration among stakeholders, allowing for the identification and proactive addressing of barriers. This ensures that co-production processes remain inclusive and meaningful for all participants.

Honesty and clear communication about what is achievable plays a significant role in fostering trust and strengthening relationships between staff and individuals with lived experience. By managing expectations and providing context for decisions, organisations can prevent disillusionment and encourage meaningful participation. Validation of ideas is equally important; open discussions about feasibility and potential challenges should be encouraged to ensure diverse perspectives are considered in the decision-making process. Setting clear expectations about what can realistically be implemented helps maintain trust and engagement among all stakeholders.

Creating a culture of co-production requires a commitment to authentic involvement, clear communication, and the validation of ideas. By prioritising these elements, organisations can create an environment where the insights of lived experience significantly contribute to all areas of an organisation, including strategic development, ultimately leading to more effective and impactful outcomes.

“I think that organisations need to think about the skills that you need to have if you want to do co-production on a big scale. But then also not putting people off to say, ‘well, let's make a small start somewhere over here.’ If it's a case of literally sitting some residents down and saying, here's the budget, what does the food menu need to look like for the next month? It can be small like that. If we're talking about governance and big, big, big change, you need to really make sure as an organisation, you're committing to it, whether that's with money, capacity or skills, 100%.”