Quiz 1 - Dealing With Difficult And Challenging Behaviour In Health care

They can assist with making cups of tea to calm nerves, providing chocolate in the fridge so that all staff can access it when needed, interviews with key staff members regarding food preferences, staff questionnaires regarding clients who cause the most stress, reviews of relevant improvement measures at staff meetings.

All staff must take part in writing comprehensive personal plans and that the need for the use of physical intervention is clearly stated. Every worker must then abide by all policies and procedures put in place by the individual plans.

They can assist with direct observation notes, structured record keeping, interviews with key staff members regarding client management, staff questionnaires regarding client management, reviews of relevant documentation at staff meetings, observation of the client in the setting where the challenging behaviour occurs.

They can be a general support for you when things get really bad. They can make sure that they hang around and cheer you on if you are having a confrontation with a client. They can write reports that support your interpretation of all situations that you have been made accountable for.

The organisation must ensure that clear and detailed guidelines with regards to the management of behaviour are in place and that triggers have been identified and recorded. The worker must then abide by all policies and procedures put in place by the organisation.

The organisation has the option to put in place current risk assessments for those clients charged with violent offenses but under the privacy act, they are not obliged to do this, nor are the staff able to access this information without a court order.

The organisation must ensure that appropriate staffing levels are place for identified physical interventions to be carried out safely and that 'serious incident' reports are completed and sent to the relevant supervisor. The worker must then abide by all policies and procedures put in place by the organisation.

The organisation must ensure that appropriate staffing levels are place for identified physical interventions to be carried out safely and that 'serious incident' reports are completed and sent to the relevant supervisor. The worker then has an option to fill out the required documentation if time allows.

The organisation must ensure that a comprehensive personal plan is in place and that the need for the use of physical intervention is clearly stated. The interventions to be used must be clearly described and the context to be used must be clearly defined. The worker must then abide by all policies and procedures put in place by the organisation.

The organisation must ensure that a current risk assessment is in place and that it is recorded in the client's personal plan. The worker must then abide by all policies and procedures put in place by the organisation.

Have a clear understanding of the area they are visiting

Ask to be accompanied to the clients home if you are anxious.

Make an appointment with the client and be on time.

Be bold and assertive when visiting the client so that they know they need to respect you.

Alert the agency of your expected departure and arrival times

The general budget allocation for response to difficult behaviour will ultimately determine the response to and management of their behaviour and should be considered at all stages of treatment.

Management of challenging behaviour should always be based on the decisions of the clients' families. Should the client have a history of physical restraint for difficult behaviour, this should always be the first option taken by the organisation.

Management of challenging behaviour should always be based on the workers' ability and experience, established organisation procedures, knowledge of individual clients and the underlying causes of their behaviour.

Management of challenging behaviour should always be based on the staff's decision making processes. The organisation should always trust the the decisions of staff is appropriate and that in all cases they should be supported, especially when staff determine that physical intervention is required.

Allow the client to vent their anger.

Validate what the client is saying by using paraphrasing.

Look away from the client so they don't feel intimidated.

Show empathy.

Keep your body higher than the client so you are always in control

Always make promises that will calm the client, no matter what.

If the problem can't be resolved, help the client find alternatives that might ease their distress.

Always leave plenty of time after the event before you follow up anything discussed.

Always report unusual repetitive behaviour to the supervisor

Try distracting the client with a walk or food or a favorite activity

Use a calm voice when responding to repeated questions

Always remind a client who keeps on repeating a question that they have already asked it

Keep to a consistent routine

Remove or avoid activities that agitate the client

Time and date of incident

Location of incident

Nature of incident

Tasks/ activity occurring at the time

Whether the client was depressed or happy

The immediate action taken for the incident

Details of witnesses

Everything you thought might have happened

The debriefing has not led to a reduction in stress reactions

New symptoms occur after the debriefing

Continuing high levels of anxiety or distress

Improvement of stress levels

Development of depression or other clinical symptoms

Ability to function effectively at work

Continued disruption of home life related to the incident

Bitterness, cynicism or low morale

It is a brief process to account for all the activity that occurred surrounding a critical incident.

It is a process to assist people to use their abilities to overcome the effects of critical incidents.

It is a process used by organisations to determine which staff members need to be replaced following a critical incident.

It is is process whereby staff members who have psychiatric disorders can be supported following a critical incident.

It is a structured session held before staff leave the scene or at the end of a shift.

It can usually wait to be done until after staff have had a chance to unwind - such as after a weekend break.

It is about defining the event. Emotional status of staff should not be considered at this point.

It aims to provide a framework in which recovery can occur.

It needs to be a formal process. Distancing the feelings of the staff from the incident is a priority.

It provides reflective time and a chance for staff to talk over what they have on their minds.