Behaviour plan for my social care and or health professional

This morning my first look at Twitter led me straight to @MarkNeary1 most recent Blog, Trouble for Humans , and it got me thinking. On Friday I had posted a blog of my own. One that, in my head, was positive and possibly a tad cheesey, but one that I hoped described a change in the making. Marks’s blog this morning reminded me why this change is so important and why at times we as people who work in social care and health can get it so bloody wrong. I am sure that I will have at some point in my career used some of the terminology that Mark refers to in his account. Certainly I have seen this and worst in both describing people and explaining how to “work with them”. So I thought maybe we should turn this on it’s head (have a little fun) a little like my previous “manifesto to my social worker and everyone” how about a good old fasioned behaviour management plan[1];

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Behaviour Guidelines for your Social Care or Health Professional

If your social care or health professional (SC/HP) exibhits challeneging bahaviour at any time you must ensure you follow these guidelines. Failure to do so apropriatley may result in increased challenging behaviour and the irational need to write a risk assessment or medicate. Please ensure that you record any use of these behaviour guidelines for later analysis.

  1. If your SC/HP refuses to leave their building or even worst their office, then in the first instance engage in their need to be visited.
    1. At the end of this visit you may wish to suggest a desensitisation programme and meet them in 1) reception,  2) the car park, 3) your garden and finally 4) your living room over the next 4 appointments.
    2. Should an incident occur at any stage please revert back to stage one, reception, do not go back to their office as this will reward bad behaviour.
  2. If your SC/HP refuses to communication with you either via phone, letter or in person remember this may be a form of communication in its own right.
    1. It may suggest they are busy, unwell, sulking, or harnessing a seniority complex.
    2. You should continue to try to communicate with them in an attempt to model good communication skills.
    3. If these behaviours continue try using divesion tactics with a letter stating that you have done the riskiest thing you could possibly do. This should evoke a personalised response, possibly with multi-professional input. (NB it is wise to evidence that you did not infact do the said riskiest thing or it may be held against you).
  3. If your SC/HP uses inappropriate language please do not respond directly to give validity to their behaviour.
    1. Do however ask them in clear language if they would like to use different words to express themselves more apropriatley.
    2. Should they continue and/or in particular circumsatnces speak to everyone else in the room but you, you should offer them a “time out” and leave them for 5 minutes.
    3. Do not wander far as they may need your support when they realise they are not in full control.
    4. Return after 5 minutes and try again
  4. If your SC/HP refuses to answer any questions or states that they have to defer to another SC/HP or manager then allow them to attempt to do so.
    1. However do remind them they are an adult in their own right and that it would be a breach of their data if you spoke to `nother SC/HP (unless this is what you are actually after)
    2. If after some time this results in behaviours 2 or 3 above then follow the associated behaviour steps.
  5. In all circumstances above you must ensure that only the person who is the target of the challenging behaviour deals with the said SC/HP. They must in no uncertain terms explain that their behaviour is unnaceptable and that if it continues they will be referred to the relevant CCG for contractual and financial therapy monitoring or the CQC.

Signed Dr F95.2

[1] Social care & Health Professionals this is a joke but remember it is on occasion very true!

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