Abstract
This paper addresses the issue of how strategic‐level partnerships, such as Local Safeguarding Children Boards, know about and learn from practice. The death of Baby Peter in Haringey exposed the dangers of reliance on numerical performance data alone to inform leaders about the true state of practice. The drivers for, and impact of, regulatory, media and political pressures on front‐line practice and partnership behaviour are discussed with reference to the rise of organisational risk management and ‘rule‐based’ responses (Munro, 2009). These are exacerbated by an overload of negative data about child protection systems which results in contagious ‘attention cascades’ which lead to over‐simplification of complex issues and the rush to quick‐fix solutions. This results in compliance‐based responses designed to avoid ‘blame’, based on individualistic analyses of complex situations. Under these conditions, ‘learning’, such as from serious case reviews, can become regressive (how to avoid future culpability) rather than progressive (how to improve knowledge skills and practice). It is argued that understanding and improving practice require strategic partnerships to have engaged with front‐line staff in order to access practice narratives as well as performance numbers, and to achieve an accurate and systemic analysis of the state of practice and how it can be improved. This calls for collective forms of knowing and reflecting and the paper concludes by describing examples. Copyright © 2010 John Wiley & Sons, Ltd.