An apparent contradiction in adopting person-centered planning is exemplified by the question « If a system adopts person-centered planning, isn't it system-centered » ?
Such ambiguities are obvious to employees, who increasingly are being asked to consider more personalized ways of assisting people through person-centered planning.
Our premise in this article is that employees'reservations are well-founded and should be addressed in order to facilitate understanding and eventual reconciliation of unavoidable conflicts that emerge when person-centered planning is undertaken by agency employees.
Administrators who acknowledge the uncertainties accompanying person-centered planning and invite discussion about conceptual and practical difficulties inherent in its adoption are modeling a collaborative method of discovering ways to help people get what they need.
Examples of group solutions are presented.
Mots-clés Pascal : Service santé, Institution spécialisée, Arriération mentale, Qualité service, Organisation hospitalière, Santé mentale, Etats Unis, Amérique du Nord, Amérique, Homme, Déficience intellectuelle, Trouble développement
Mots-clés Pascal anglais : Health service, Specialized institution, Mental retardation, Service quality, Hospital organization, Mental health, United States, North America, America, Human, Intellectual deficiency, Developmental disorder
Notice produite par :
Inist-CNRS - Institut de l'Information Scientifique et Technique
Cote : 99-0284433
Code Inist : 002B18H05B. Création : 16/11/1999.