Who's challenging who? Changing attitudes towards those whose behaviour challenges.
A half-day empathy class co-led by a client gives staff a quick attitude boost, but bigger gains need follow-up skills training.
01Research in Context
What this study did
The team ran a half-day program called "Who's Challenging Who?" Staff sat with a trainer who has an intellectual disability.
Together they talked about why challenging behaviour happens. Staff filled out surveys before and after the session.
What they found
Right after the training staff felt more able to help. They saw clients as more like themselves.
Empathy and confidence went up a small-to-medium amount. The boost was short-term only.
How this fits with other research
Perez et al. (2015) ran a similar short staff class. They also saw quick gains in coping and attitude.
Laugeson et al. (2014) used live radio prompts instead of a talk-only class. Their staff made big, lasting gains in positive talk.
Bogenschutz et al. (2015) tested a full competency course across many sites. They cut staff turnover, not just mood.
So WCW gives a fast feel-good bump, while hands-on or longer training gives stronger or cheaper results.
Why it matters
You can run WCW tomorrow with almost no cost. It flips the script by letting clients teach staff. Use it as a quick empathy primer, then add real-time coaching or full competency modules for bigger change.
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02At a glance
03Original abstract
BACKGROUND: Although staff attitudes towards individuals with intellectual disability (ID) whose behaviour challenges may be an important part of a positive support culture, very little research has focused on the development of training specifically designed to change staff attitudes. Positive contact is hypothesised to be an effective way to change attitudes towards stigmatised groups. METHODS: We designed and developed a half day training package about the experiences of individuals whose behaviour challenges - Who's Challenging Who (WCW). The WCW package was delivered according to a manual by a trainer with ID and a professional without disability. Seventy-six staff from a variety of organisations participated in one of 10 WCW training sessions and provided data on their attitudes and empathy towards individuals whose behaviour challenges prior to the WCW training and immediately at the end of training. Staff also completed a post-training evaluation questionnaire. RESULTS: A training package was successfully developed collaboratively with individuals whose behaviour challenges, and received very positive evaluations from staff participants. Short-term positive change was shown for empowerment and similarity attitudes, and staff empathy and self-efficacy. These outcomes were associated with small to moderate effect sizes. CONCLUSIONS: Meaningful short-term positive staff attitude changes were found and the WCW training model was shown to be feasible. More robust research designs are needed for future evaluation. In addition, the function of an attitude change intervention such as WCW within organisations' training strategies requires further development.
Journal of intellectual disability research : JIDR, 2014 · doi:10.1111/j.1365-2788.2012.01630.x