Developing a CPD Framework in a time of organisational cultural conflict

Jenny Simpson*, Kenneth Bayley, Sharif Haider, Janet Bardsley, Kenneth Bayley, Brown Gill, Ann Dale-Emberton, Amanda Harrington-Vail

*Corresponding author for this work

Research output: Contribution to JournalArticlepeer-review


The need for continual organisational improvement is of critical importance for organisations like that of children’s integrated services where there is both a legal and moral authority to safeguard and promote the welfare of all children. However, the implementation of children’s integrated services since 2004 has produced a series of challenges in the forms of contextual barriers, changing political climates, organisational change and cultural issues (Robinson et al., 2008). A perennial challenge for children’s services has been the ability to meet the CPD needs of the various professions that constitute its workforce without seemingly destabilising the wider organisational norms and beliefs.

This paper specifically focuses on the current development of a CPD framework for an entire children’s integrated workforce, and the impact the organisational culture, as well as the professional sub-cultures are having. Reference will be made to members of the workforce being cultural carriers and the role of leaders in relation to organisational change (Schein, 1993 and Lucas and Kline, 2008). In seeking to answer the real world problem of developing a CPD framework for multiple professions within a single organisation, the paper will identify the factors that need to be taken into account.
Original languageEnglish
Pages (from-to)64-70
Number of pages6
JournalOrganisational Studies and Innovation Review
Issue number2
Publication statusPublished - 1 May 2016


  • Continuous Professional Development
  • Children’s integrated services
  • Organisational culture
  • Co-ordination
  • Integration


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