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Our Approach
Studio 3 has developed an approach that is essentially unique in this field. There are a number of elements to our approach:
Person centred crisis management training.
This is not a paradoxical statement. As an organisation we support person centred non aversive behaviour change strategies. However, whilst it is desirable to develop alternative forms of expression for people who present with challenges, behavioural crises can occur even in the best resourced services.
Person centred crisis management training has five key elements:
- Reflective PracticeOur training emphasises Reflective Practices. Staff/carers are often inadvertently causing challenging behaviours. If people realise they are part of the problem they can then accept that THEY are part of the solution.
- Demand Reduction in CrisisOur Low Arousal Philosophy often recommends the short term reduction of demands (sometimes including elements of behavioural programmes) on services users by staff. This allows for a ' cooling off' period. We train staff that this approach is both realistic and humane although it often challenges their own behaviour and attitudes.
- Restrictive PracticesStudio 3 trainers aim to use the least restrictive physical interventions. Part of this philosophy involves actively Restricting a number of physical interventions. (especially 'face down' and 'face up' restraint holds). This does not make us the easiest system to employ as the approach challenges services providers to avoid 'quick fix' physical techniques. Our Studio 3 position statement on physical interventions.
- Service User ConsultationApplied research has been conducted into the physical restraint system developed by Studio 3 staff to ascertain the viewpoint of service users (Cunningham, McDonnell, Sturmey & Easton, 2002). We actively canvass the views of service users about physical interventions.
- An Organisational ApproachStudio 3 provides Training Systems not training courses. Services that adopt our training philosophy often have to alter policies and encourage a culture of openness and honesty about behaviour management practices. Most importantly, the behaviour management philosophy needs to be reinforced both by frontline and senior decision makers.
