Robert L. Karol provides perspectives on team models, in particular the advantages of transdisciplinary teams compared to multi- or interdisciplinary approaches in neurorehabilitation treatment. The paper highlights the roles that team members play in the different team models and associated effects on care coordination and outcomes. They explore concepts such as role release; letting other disciplines practice in one's own traditional arena; and expanded scope of practice. Crucial issues in the implementation of transdisciplinary teams include staff selection, rounds attendance, physical plant, peer pressure, and culture change.
Janice LeBel, Kevin Ann Huckshorn, and Harvey E. Jacobs review work aimed at reducing the use of coercion, restraint, seclusion, and other invasive practices in mental health settings. These procedures are increasingly recognized as an inadequate organizational response to harmful behavior as they maintain patterns of aggression or harm. Leadership-driven strategies, such as the Six Core Strategies, can provide a prevention-based framework to anticipate challenges, intervene early, and disrupt the behavioral sequence leading to the use of coercive and restrictive procedures, they say.
Howard F. Jackson, Gemma Hague, Leanne Daniels, Ralph Aguilar Jr., Darren Carr, and William Kenyon explore key elements of structure in post-acute brain injury rehabilitation that can promote greater levels of personal functioning, emotional and behavioral stability, and independence. Through careful clinical management and integration of environmental factors, therapeutic alliances, organizational structures, and rehabilitation practices, many people with neurobehavioral challenges can transition from externally supported programmatic structures to processes of "self-structuring" that promote greater independence and quality of life.
In a follow-up artic
|Contact: Daphne Watrin|