A CLIENT-CENTERED FRAMEWORK FOR THERAPIST

1. A CLIENT-CENTERED
FRAMEWORK FOR
THERAPIST IN
ERGONOMICS
SUBMITTED BY:
YASHA AWAIS
MAHAQ ASHIQ
SAJAL FATIMA
ANFAL WAHEED
INSHA ARSHAD
MAHAM BUTT

2. LEARNING OBJECTIVES
1. Understand why a client-centered approach is an integral part of
therapist’s ergonomic practice.
2. Understand the theory and concepts of a client-centered approach.
3. Understand and apply client-centered practice concepts in return
to work and occupational ergonomics to address worker and
organizational concerns.
4. Use tools that will help address barriers and support
implementation of client-centered principles in practice with a focus
on the Person-Environment-Occupation model.

3. CLIENT CENTERED ERGONOMIC
APPROACH
This approach emphasizes participation of the worker and
organization in work and occupational ergonomic processes
Equitable involvement, partnership, and clearly understood
responsibilities of all key stakeholders

4. CONTINUED..

5. OCCUPATIONAL ERGONOMICS
. The strategies and pro-
cesses that aim to prevent injury and to promote
optimal human performance and functioning at work
through workplace systems design, equipment, and
tool design.

6. RETURN TO WORK
. The collaborative processes among
the worker, employer and health professional.
for enabling a worker with an injury to resume a preinjury job or start
a new
one.

7. PERSON-ENVIRONMENT-
OCCUPATION MODEL
. This model elaborates an understanding of occupational
performance that is characterized by the complex interaction of
factors and relationships among the person, the environment, and
the occupation. In ergonomics, the person refers to the worker with
the ergonomic concern, the environment refers to the workplace, and
the occupation refers to the work demands.

8. CONTINUED..

9. CLIENT CENTERED ERGONOMIC
APPROACH
Facilities given to client at work
place:
1. safety
2. ergonomically measured
tables, chairs.
3. produce high quality product
4. build better relationship at
work place
Increased client participation is
associated with :
1.Better health outcomes
2.reaching goals
3.increased client satisfaction

10. EXAMPLES OF OFFICE FACILITIES :

11. RESULTS:
Team work
Healthy
environment
Efficient
result and
better
performances

12. CONTINUED..
Client centered practice is a collaborative alliance between client and
therapist designed to use their combined skills, strengths, and
resources to work toward clients occupational performance goals

13. PARTICIPATION AND ERGONOMIC
APPROACHES
Ergonomics:
a branch of science that aims to learn about
human abilities and limitations, and then apply
this learning to improve people's interaction with
products, systems and environments.
the study of people's efficiency in their
working environment.

14. EXAMPLE :

15. CONTINUED:
The seven ergonomic approaches:
1.occupational biomechanics
2.the functional approach
3.the systems approach
4.Ergonomic Tool Kit approach
5.the multidisciplinary approach
6.the Person-Process-Environment model approach
7.participatory ergonomics

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17. CONTINUED..
The principles underlying a client-centered approach
can be used by therapists to foster the necessary
positive working relationships needed to improve
workplace safety and performance with workers
and employers.

18. PRINCIPLES OF CLIENT CENTERED
PRACTICE :
Enacting
1. participation and partnering throughout the process
2. Respecting the worker & organization choices, needs, and
knowledge
3.Focusing on person-environment occupation (PEO) relationships in
the practice context.
4. Addressing physical comfort and emotional support needs of
clients
5. Fostering open and transparent communications and knowledge
exchange
6.Establishing a shared vision for ergonomic management

19. PRINCIPLES OF CLIENT CENTERED
PRACTICE
8. Creating opportunities that engage in problem solving and
decision making
9. Ensuring a flexible and individualized occupational therapy
approach

20. CONTINUED..
The goal of client-centered practice is to enhance occupational
performance, health, and well-being.

21. TECHNIQUES USED BY OP TO
SOLVE WORKPLACE PROBLEMS
1.Enacting Participation and Partnering
Throughout the Process
2.Respecting and Enabling Clients’ Choices,
Needs, and Knowledge
3.Focusing on Person-Environment-Occupation
Relationships in the Practice Context
4.Addressing Physical Comfort and Emotional
Support Needs of Clients
5.Fostering Open and Transparent
Communications and Knowledge Exchange
6.Establishing a Shared Vision for
Ergonomic Management

22. CONTINUED..
7.Establishing Shared and Realistic Goals
8.Creating Opportunities That Engage Clients
in Decision Making and Problem Solving
9.Ensuring a Flexible and Individualized
Occupational Therapy Approach

23. ENACTING PARTICIPATION AND
PARTNERING
THROUGHOUT THE PROCESS
Enacting a client-centered approach requires a
collaborative partnership between workers, work-
place parties, employers, external agencies such
as insurers, and therapists.
These partnerships require a power shift in
the expertise and knowledge from the
therapist to clients.

24. CONTINUED..
This may involve therapists helping
workers and workplace groups
develop partnering expertise, for instance,
1. by improving confidence

25. CONTINUED..
2. improving skills in giving
and receiving feedback in
groups or as it pertains to
occupational performance problems.
(The term occupational performance area
refers to activities of daily living, such as
grooming, dressing, food preparation and
eating, communication, and mobility; work
activities, including home management,
care of others, educational activities, and
vocational activities; and play or leisure activities.

26. CONTINUED..

27. CONTINUED..
3. therapist can also take a leadership role in
educating workers, workgroups, and
organizations about the appropriateness and
effectiveness of collaboration in facilitating the
best approach to solving complex ergonomic
issues in the workplace.

28. WHICH IS CORRECT IN YOUR
OPINION?

29. CONTINUED..
Resullt;
These actions are required for the
worker and workgroups to develop
capacity for collaboration in the
implementation and evaluation of
ergonomic activities at work.

30. RESPECTING AND ENABLING
CLIENTS’ CHOICES,
NEEDS, AND KNOWLEDGE
Respect is demonstrated through listening,
actively learning, and understanding.
At the worker level,
therapists need to consider:
1. workers’ diverse life experiences
2.coping styles
3.unique backgrounds
4.Inviting workers to express their preferences
5. Insight into the workplace culture will also help the therapist

31. FOCUSING ON PERSON-
ENVIRONMENT-OCCUPATION
RELATIONSHIPS IN THE PRACTICE
CONTEXT
Workers vary in the skills and
capacities to meet the physical,
emotional, and cognitive demands
of work.

32. CONTINUED..

33. ADDRESSING PHYSICAL COMFORT AND
EMOTIONAL
SUPPORT NEEDS OF CLIENTS
Therapists need to have an open,
caring manner and need to
carefully listen to workers’ or employer
descriptions of problems and needs.
The issue of comfort arises when workers
are placed in unfamiliar settings or
situations such as in planning a return to
work after illness or injury.

34. FOSTERING OPEN AND
TRANSPARENT
COMMUNICATIONS AND
KNOWLEDGE EXCHANGE
1. open and transparent communications the
therapist must identify barriers and challenges
that can hinder communications at the individual
level when interacting with workers as well as
organization.
2.Building a foundation of trust involves the therapist, worker, and
workplace parties establishing ground rules for
what information will be shared with co-workers,
employers, and insurers and the information that will remain
confidential.

35. ESTABLISHING A SHARED VISION
FOR
ERGONOMIC MANAGEMENT
In the workplace, different parties may have dif-
ferent views on how ergonomic outcomes are
achieved. Thus, the therapist needs to elicit an
understanding of workers’, unions’, and manage-
ment beliefs about responsibilities for safe work
behaviors.

36. ESTABLISHING SHARED AND
REALISTIC GOALS
Therapists work in partnership with workers,
workgroups, and employers to set goals for out-
comes. As mentioned previously, the therapist
seeks to understand the knowledge and prefer-
ences of workers and managers as well as the
resources within the workplace context.

37. CREATING OPPORTUNITIES THAT
ENGAGE CLIENTS
IN DECISION MAKING AND
PROBLEM SOLVING
Involving workers and workplaces in decision
making to solve and manage ergonomic problems
is key to developing a sense of ownership and
accountability for implementing safe practices.
Therapists can support this through recognizing
that workers and employers are the experts when
it comes to knowing their problems, how they
solve problems, and how these problems affect
their lives, especially at work.

38. ENSURING A FLEXIBLE AND
INDIVIDUALIZED
OCCUPATIONAL THERAPY
APPROACH
Ensuring a flexible and individualized OT approach
in ergonomics requires therapists to attend to the
structures of health care systems, return-to-work
systems, and workplace demands. For instance,
when working in industry, the therapist needs to
clearly communicate what he or she has to offer
employers or managers and explain how services
may or may not help resolve the ergonomic issues
under discussion.

39. CONTINUED..
The PEO model can be used as a tool in
client-therapist alliances to systematically examine
complex occupational performance issues.
Ultimately the PEO model is designed to help facili-
tate communication with all members of the
workplace.

40. A CLIENT-CENTERED FRAMEWORK
FOR THERAPIST IN ERGONOMICS
Person-Environment-Occupation
model.
This model elaborates an understanding of occupational
performance that is characterized by the complex
interaction of factors and relationships among the
person, the environment, and the occupation. In ergo
nomics, the person refers to the worker with the
ergonomic concern, the environment refers to the workplace, and
the occupation
refers to the work demands.

41. A CLIENT-CENTERED FRAMEWORK
FOR THERAPIST IN ERGONOMICS
HEALTH
PERSON
ENVIRONMENT
OCCUPATION

42. CONTINUED ..
• The person-environment-occupation model is suitable for planning
client-centered interventions on both personal and environmental
levels
• "Environment" defined as to include cultural, socioeconomic,
institutional on structural and social elements
• Model is a practical tool to conceptualize, communicate, plan and
evaluate occupational performance interventions
• Model has three components: the person, the environment and the
occupation
•Imagined as interrelated spheres that move with respect to one
another
• Spheres represent how a person continuously engages in
occupations and interacts with environments

43. CONTINUED..

44. CONTINUED..
• The greater the degree of overlap between the three components
represents increased congruence or PEO match, resulting in improved
occupational performance and improved job satisfaction
• Aim of interventions is to improve occupational performance and
increase the PEO congruence
• It can be used as a tool in client-therapist alliances to
systematically examine complex occupational performance issues
•Model focuses on relationships among the worker, work
environment and work itself to create structure for problem-solving
strategies
• PEO model is designed to help facilitate communication with all
members of workplace

45. CONTINUED..
• Practice of ergonomics must continue to develop to meet changing,
complex needs of clients through evidence-based evaluations
•Client-centered approach can be instrumental to workers and
organizations in building capacity to assume control and
management of ergonomics in the workplace
• Workers are valuable resource, actively involved with employers in
identification, assessment and resolution of ergonomic concerns
• PEO model can help therapists and clients think critically about
ergonomic issues, create innovative solutions and develop practice of
ergonomics

46. PERSON-ENVIRONMENT-
OCCUPATION MODEL ON A
CARDIAC PATIENT (HE IS A SWEEPER)
Person:
physical:
low endurance,
inability to do
heavy work
cognition:
problem in short
term memory
and attention
affective:
testiness
Enviro
nment:
physical:
third floor
apartment
without
elevator
Occupatio
n:
productibility
:
inability
leisure:
difficulty

47. SUMMAR
Y :

48. ETHICS AND CHALLENGES IN
IMPLEMENTING A CLIENT-
CENTERED APPROACH
THE PRIORITIES OF KEY PARTIES MAY CONFLICT:
The workers may believe that the most urgent ergonomic issues
relate to poor equipment,
The employer may identify the worker’s unsatisfactory performance
and compliance with proper techniques as the priorities.
The therapist is confronted with the question of which of these
clients’ issues and priorities take in account

49. CONTINUED ..
Being client-centered does not mean that the therapist must agree
with the client
Rather, the therapist focuses on the issues as directed by the client
and enters the client’s world in a collaborative partnership.
The therapist may reclarify and ascertain the priorities and may
negotiate which issues will be addressed and at what time
The therapist may encounter attitudinal barriers that have a negative
impact on relationships between supervisors and workers.
The early identification of destructive attitudes allows the therapist to
take steps before plans are undermined

50. CONTINUED ..
PEO approach can help all workplace parties stay
focused on the problem and solutions and avoid
pitfalls such as blaming individuals and/or inad-
vertently creating tensions and feelings of guilt.

51. CONTINUED ..

52. KINDNESS AT WORKPLACE:

53. GOOD BYE!