Search

Purpose Nobel Prize winner Daniel Kahneman’s work on modes of “thinking” provides a comprehensive text which is little explored in respect of work with people who have an intellectual or developmental disability. This paper aims to explore the potential of this work to change staff development and practice. Design/methodology/approach Key themes from Thinking Fast, and Slow (Kahneman, 2011) are described and applied to current staff practice. Findings Modes of thinking are relevant and important to understanding and improving manager and staff practice. Originality/value To the best of the authors’ knowledge, this is the first attempt to describe and understand staff thinking and practice using Kahneman’s ideas.

Purpose This paper aims to consider the extent to which academic research, as described by the papers in this journal, has helped the large-scale use of positive behaviour support (PBS) with people with learning disabilities whose behaviour may be challenging. Design/methodology/approach The author explores the issue from the perspective of a social care provider seeking to implement PBS successfully across the organisation’s services. Findings The author concludes that research needs to refocus its efforts if it is to make a real contribution and argues that future emphasis should be on implementation. Originality/value This commentary articulates the concerns and experiences of a service provider that has striven to implement effective, evidence-based support, informed by relevant research, for many years. Such a perspective is rarely heard in academic PBS research literature.

Background We hypothesised that a key factor determining the quality of active support was ‘practice leadership’ – provided by the first-line manager to focus staff attention and develop staff skills in providing direct support to enable people with intellectual disabilities to have a good quality of life. This exploratory study focused on what levels of practice leadership were found and its role in explaining variation in active support. Method Relevant aspects of management, including practice leadership, were assessed by questionnaires administered to staff in residential settings alongside observational measures of active support and resident engagement in meaningful activity. Relationships between these variables were explored using regression and post hoc group comparisons. Results There was wide variation, with average levels of practice leadership being low, though improving over the period studied. Practice leadership had a significant impact on active support, but was fully mediated by the effect of quality of management. When the quality of management was higher better practice leadership did produce a significant difference in active support. However, higher quality of management on its own did not produce better active support. Conclusions A number of limitations are acknowledged and further research is required. Practice leadership appears to be an important factor in enabling staff to provide active support but as part of generally good management. Given the rather low levels found, attention needs to be given to the training, career development and support of practice leaders and also to how to protect their time from their many other responsibilities.