Relationships are better than transactions

Modern scientists increasingly recognise that human beings are hard wired to connect with others but some social scientists believe that so-called human capital has been declining and there is evidence that it is lower in relatively deprived communities in the UK. There is for example an epidemic of loneliness affecting older people. Good relationships are particularly important for people facing complex difficulties, are valued in interactions with services by the public and there is also evidence that they are good for staff. More widely, there is evidence that they improve service outcomes in some areas. Relationships between service professionals and sectors also matter. "Resourceful communities," where relationships between organisations and individuals are strong, bring wider social benefits.

There are many barriers to change and ways to address them. In the delivery of services, there can be a tension between the wish to form strong relationships and other pressures, including the need to ration services, sometimes to challenge the lifestyles of those served and to work within constrained resources. The development of strong relationships can also be perceived as unprofessional. Lack of good measurement is also a barrier to change: current management practices and service contracts tend to focus on quantitative measures.

According to Community Links, good relationships are marked by understanding, collaboration, commitment, communication between all parties - and empowerment and time. Policy makers and others have been for some time talking of "relational services" or the "relational state", "personalisation", "co-production" or "person-centred care" but these terms are often about involving individuals in helping to tailor services better to their needs and are not necessarily the same as putting the quality of relationships at their heart.

There are some good examples of this principle in practice, including internationally.