A multiple case study investigating changes in organizations serving residents with intellectual disabilities and challenging behaviours

Abstract

Residential service organizations for people with intellectual disabilities and challenging behaviours are dynamic and often change their organizational models (Bigby & Beadle-Brown, 2018; Hulgin, 2004; Tossebro et al., 2012). Organizational changes are associated with various positive resident outcomes, such as shifts to person-centred support services that can reduce challenging behaviour incidents (Walker, 2012). Through staff members' attitudes, a coherent and supportive organizational culture helps to enhance residents'

Difficulties in Addressing Diagnostic, Treatment and Support Needs in Individuals with Intellectual Disability and Persistent Challenging Behaviours: A Descriptive File Study of Referrals to an Expertise Centre

“…In addition, data were lacking regarding the professional standards that were used by the consultants in their diagnostic and treatment/support interventions and how the effects of these were monitored. Additionally, although the CCE consultations may last for several years, there may be risks of shortcomings in sustainably anchoring the implementation of the contextual interventions, such as changes in the working methods, staff education and coaching in the management of challenging behaviours due to the contextual problems of the service providers [31,32]. Furthermore, the fact that we found no relationship between the reasons for consultation and the content and outcomes of consultations is likely due to the categories for reasons of consultation (as assigned by the CCE) that highly overlap in content.…”

“…However, this is often easier said than done. These individuals may overchallenge the possibilities for assessment and the intervention of service providers and care professionals, leading the latter to experience difficulties in providing effective care [20,30,31]. Furthermore, even when evidence-based knowledge of the causes and treatment of challenging behaviour is available in the guidelines [22], its implementation in daily practice may be difficult.…”

Impact of Implementing New ICF-Based Practices on Staff Valence of Disability Practitioners: An Experience in Hong Kong

“…), there are important human factors, which may revolve around new role relationships, including staff members’ personal attributes (e.g., work expectations, job satisfaction), their confidence in their ability to change, their perception of the benefits and values of the change, their peer relationships, etc. [ 17 , 18 , 19 , 20 , 21 , 22 ]. If these human factors are properly managed, they have been shown to facilitate more efficient and effective organizational changes.…”

Experienced support at work, team climate and collaboration in teams working with people with mild intellectual disabilities and severe challenging behaviour in residential care: a cross‐sectional study

“…Practice leadership by psychologists is critical in managing CB and in promoting a coherent team culture (Stenfert Kroese & Smith 2018; Olivier‐Pijpers et al . 2021). However, as far as we know, only two studies have explored staff perceptions of support from psychologists.…”

“…In addition to support from team leaders and managers, staff who work with people with mild IDs or borderline intellectual functioning and severe CB receive support from psychologists in their daily work (Stenfert Kroese & Smith 2018;Olivier-Pijpers et al 2019). Practice leadership by psychologists is critical in managing CB and in promoting a coherent team culture (Stenfert Kroese & Smith 2018;Olivier-Pijpers et al 2021). However, as far as we know, only two studies have explored staff perceptions of support from psychologists.…”