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 Volume 6 Issue 1 - Summer 1999 A Publication of the TRIC/PLUK Library Editor/Librarian: LeeAnn Logan/Janice Sand |
TRIC/PLUK Library 516 N 32nd St Billings, MT 59101-6003 1-800-222-7585 in MT 406-255-0540 (voice/TT) FAX: 406-255-0523 E-mail: plukinfo@pluk.org URL: http://www.pluk.org |
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POISE UNDER PRESSURE&endash;(Part Two)
ORGANIZATIONAL DIMENSIONS OF ABUSE
--by Novelene Martin, Lori Wertz, Dewi
Morgan-Jones, and Jean Morgan
Abuse Prevention Specialists
One has but to pick up a newspaper to see that abuse is prevalent if not epidemic in our society. We like to believe that the individual person must be crazy to have beaten their newborn, to have shot their spouse, to have committed genocide, to live in a one room cabin in Lincoln, Montana. We like to believe that there is some defect that separates those people from the rest of us. Yet so often, we hear testimonials that chill us in the telling. I never would have guessed he/she could do such a thing, s/he was such a quiet neighbor. While a specific abusive act most certainly involves an individual choice at particular instant in time, is it possible that a greater influence contributes to those choices or creates an environment that makes it easier for that individual to commit abuse? The answer is a resounding "Yes". Take for example, the Stanford Prison Experiment (Zimbardo et al, Stanford University, 1973). In this well known experiment, 24 otherwise healthy, mentally stable people were arbitrarily divided evenly into prisoners and guards. A makeshift prison was set up in the basement of the University with the prisoners actually arrested from their homes, processed, and held in cells by uniformed police officers and later were transferred to the makeshift prison. Almost immediately each group adopted a role. The guards decided to make up some rules. The prisoners attempted a revolt. Within 36 hours of the beginning of the experiment, it became necessary to start releasing prisoners due to the very real stress they were experiencing. The guards became systematically more abusive while the prisoners became more and more dependent and unable to stand up for themselves until finally after only 6 days, the experiment was discontinued. The Zimbardo Effect, or the effect of an environment on the people in that environment, has far reaching repercussions for not only those of us in human services but potentially for all of society.
It is not enough for a human service agency to have a zero tolerance policy outlawing abuse in their corporation. We have those policies/statements now, but abuse still occurs. It is not enough to provide training in consumer/resident/client rights, and expect that rights will not be violated. We have that training now, however rights violations continue to occur. When organizations react to the negative influences that steal into their environment in a negative way, is it any wonder that employees react to the persons they are serving in a negative way. Words without action are useless. Often, the action of preference is disciplinary in nature against the staff. Yet, terminating the abusive employee has not eliminated abuse from our agencies either. What more can we do?
The answer is very simple, but seems very hard to implement. An organization must actively participate in abuse prevention. Participation includes five basic components: the way we design and deliver services, the people we hire, the way we treat the people we hire, the way we create our organization (our values, relationships, communication, conflict resolution), and the way we respond to negative influences that will most certainly occur. The organization must have a clearly defined mission and akin to that, a means of continually assessing, evaluating, planning and delivering those services in a meaningful manner. With that clearly outlined, we must recruit, select and retain persons who will work toward fulfilling that mission. Once we have those people on board, we must make them feel valued, treat them with respect as the integral and indispensable people they are. We owe it to them and the people entrusted to our care that staff have a clearly defined professional identity and a recognized set of skills for which they are held accountable and for which they can be proud. Training, supervision, evaluation and organizational recognition for a job well done are all essential components of the human services agencies responsibility. Polarization (management vs direct care staff, us vs them mentality) cannot be allowed. Open communication will reduce the potential for rumor and innuendo while at the same time building trust and better grounds for conflict resolution. It is imperative that the organization be viewed inside and out as a cohesive group of people, with the same goals and outcomes in mind, namely those of providing excellent care. Finally, when negative influences do become apparent, the organization needs to respond in an active, meaningful manner. Stagnation, isolation, dishonesty, incivility and general deterioration cannot be allowed to seep in and destroy staff morale, or trust in the organization's administration. As Roger MacNamara of Abuse Prevention Specialists states, "The human service agency owes its right to exist by the attention and effort it devotes to the actual giving of care, continuously defining what is expected and what is not; what is acceptable and what is not; and what is caregiving excellence and what is not."
If in the Stanford Prison Experiment, a contrived environment, there was such phenomenal change in the people involved, should we not be mindful of the same kinds of changes in our staff, our managers, the people entrusted to our care? An organization which truly believes in its staff and its mission will instill a "zest for life" in its employees at all levels, and that enthusiasm and zest will find its way to the people we serve creating better caregiving and better relationships for all. •••
If you have any questions on abuse prevention that you would like to submit, contact Novelene Martin at (406) 232-2595. A new column on Abuse Prevention can become a regular feature of QM if there is enough interest.
QUALITY CORNER
DD Case Managers: If you have things to add to this section, please send them to me. I will compile, edit, and send articles and information on to Lee Ann. Contact: James Driggers at (406) 444-2995.
Rural Institute Survey
DD Case Managers may be asked to help with the Rural Institute's study on the prevalence and severity of secondary conditions experienced by adults with developmental disabilities. Case managers would only be called if an individual on their caseload were not receiving DD services, and requested their help. This could be a very important study in terms of health promotion for persons with developmental disabilities, and we hope that DD Case Managers will assist people on their caseloads with the survey. People who receive DD services and need assistance with the survey will be assisted by the provider of services. Ann Szalda-Petree at the Rural Institute (243-4860) is the project director.
Increase in Substantial Gainful Activity Took Effect July 01, 1999
The National Association of State Directors of DD Services (NASDDDS) reported that on April 15, the Social Security Administration published the final rule increasing the Substantial Gainful Activity (SGA) for SSI recipients from $500 to $700 per month. The new SGA level took effect July 01, 1999. The effect of this change will be to allow individuals to earn more money without losing SSI (and thus Medicaid) eligibility. This is good news for promoting increased employment opportunities for people with developmental disabilities.•••
New Library Materials
The TRIC/PLUK Library has recently purchased the following materials. Call Janice at 1-800-222-7585 or (406) 255-0540 for more information or to check out these items.
PLUK'S Annual Barn Raising Picnic
Parents, Let's Unite for Kids (PLUK) is updating our computer lab and needs a little help from its friends.
PLUK annually assists over 4,000 children and adults with disabilities and their families. The organization was located at MSU-Billings since 1984 and moved into our new quarters last year. Badly needed items include; new computers, internet access, Intellikeys adaptations, and software. We are asking our friends to help in the tradition of an old-fashioned Barn Raising.
Friends of PLUK can support the renovations in two ways: by buying raffle tickets or by taking part in an old-fashioned Barn Raising Picnic on:
3:00pm&endash;6:00pm
Shiloh Barn
2121 S. 48th Street
Billings, Montana
To lend PLUK a hand, come to an old-fashioned Barn Raising Picnic with Entertainment, a Silent Auction, Children's Games, and Picnic Dinner. Dinner tickets for the afternoon of fun are $5.00 per person or $10.00 for a family. Also, PLUK is raffling a handmade quilt, cedar log rocking chair, and beautiful original Montana photographs by a local artist. Raffle tickets are $5.00 each. This year's Silent Auction will feature guided hunting trips (deer, elk, or birds) and the use of a cabin at East Rosebud, plus many more country items and baskets.
Contributions to the Barn Raising are tax deductible. For raffle or dinner tickets, call PLUK at 255-0540 or 1-800-222-7585. You can also help by selling tickets and/or volunteering to serve on a committee.•••
Copyright © 1999 Parents, Let's Unite for Kids, all rights reserved.