Abstract
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.
| Original language | English |
|---|---|
| Pages (from-to) | 117-124 |
| Number of pages | 8 |
| Journal | Mental Retardation |
| Volume | 37 |
| Issue number | 2 |
| DOIs | |
| State | Published - 1 Apr 1999 |
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Acknowledging Barriers in Adopting Person-Centered Planning. / Holburn, Steve; Vietze, Peter.
In: Mental Retardation, Vol. 37, No. 2, 01.04.1999, p. 117-124.Research output: Contribution to journal › Article
TY - JOUR
T1 - Acknowledging Barriers in Adopting Person-Centered Planning
AU - Holburn, Steve
AU - Vietze, Peter
PY - 1999/4/1
Y1 - 1999/4/1
N2 - 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.
AB - 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.
UR - http://www.scopus.com/inward/record.url?scp=0033110435&partnerID=8YFLogxK
U2 - 10.1352/0047-6765(1999)037<0117:ABIAPP>2.0.CO;2
DO - 10.1352/0047-6765(1999)037<0117:ABIAPP>2.0.CO;2
M3 - Article
C2 - 10337128
AN - SCOPUS:0033110435
VL - 37
SP - 117
EP - 124
JO - Mental Retardation
JF - Mental Retardation
SN - 0047-6765
IS - 2
ER -