Working together for impact

Within POP, we believe this is largely because we’re lacking the structures, ways of working and thinking needed to better understand and address the issues. We are a proponent of Human Learning Systems, an alternative approach to planning, designing and delivering public services. This is just one of many challenges to a dysfunctional status quo.[1] Powerfully, alternatives are springing up out of the very medical thinking that often holds change back. For example, the Power Threat Meaning Framework[2] is an attempt to outline an alternative to the diagnostic model of distress and unusual experiences. (i.e., mental health ‘illnesses’). These new frameworks share a common feature – power needs to shift.  We believe they require radically different ways of working. And this is what makes POP different. 

We are not business as usual. We are not content to recycle governance structures, decision making, organisational hierarchies, grant making practices, organising principles that lock disparities of power into the fabric of our work. We look to uncover that hidden wiring, and to experiment with new ways of working, thinking and acting.