# Measuring for change/Mobile Creches

**Authors:** Chavi Vohra, Minal Shah, Atishi Mishra, Ankita Gupta

PMC · DOI: 10.3389/fpubh.2023.1165642 · Frontiers in Public Health · 2024-01-29

## TL;DR

This paper explores how an organization integrated social-emotional learning into its practices over nine months, focusing on the process rather than specific content.

## Contribution

The study introduces a novel approach to embedding SEL in organizational practice through co-design and reflective methods.

## Key findings

- A shift in SEL constructs was observed through interactive discussions and reflective practices.
- Individual differences in SEL development were highlighted through data collection methods.
- The process of co-design and reflection was more impactful than the materials used.

## Abstract

Research spanning decades across fields such as psychology, education, and neuroscience consistently highlights the crucial role of social–emotional skills in various aspects of personal, academic, and professional development (1–3). The fact that UNESCO recognises social–emotional learning (SEL) as essential not just for meeting its educational objectives but also for accomplishing the Sustainable Development Goals highlights the crucial role robust social–emotional development plays in establishing sustainable societies. Whilst various studies highlight the importance of SEL, there is limited attention on how organizations can contribute to building such development by consciously including SEL in their work practice.

Our case study presents the process of integrating SEL into organizational practice over a period of 9 months. The selected constructs of SEL were determined by the organisation’s needs and values. The Measurement for Change approach was used to frame and implement the intervention, with interactive discussions being the key methodology. Data were collected via surveys, reflective sharing, and observations.

A shift in the selected constructs of SEL was recorded, with data highlighting individual differences.

The process of co-design and continual reflective practice was key to achieving change within the subset of the organisation rather than the specific content of the materials used.

## Full-text entities

- **Diseases:** SEL (MESH:D007859), weakness (MESH:D018908), MC (MESH:D014086), emotional intelligence (MESH:C538142), COVID-19 (MESH:D000086382)
- **Chemicals:** MC (-)
- **Species:** Homo sapiens (human, species) [taxon 9606]

## Full text

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## Figures

2 figures with captions in the complete paper: https://tomesphere.com/paper/PMC10859431/full.md

## References

26 references — full list in the complete paper: https://tomesphere.com/paper/PMC10859431/full.md

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Source: https://tomesphere.com/paper/PMC10859431