Module 5: Occupational Perspectives & Leadership Flashcards
Explain ‘doing’ an occupation and it’s implications
- people spend their lives almost constantly engaged in purposeful ‘doing’
- active engagement in occupation (things they must do and things they want to do)
- doing is a powerful determinant of -health and well being
- can be detrimental if we do too much or lack balance
- has enabled species survival
- mechanism for social interaction and a tool for building identity
- has stimulated, entertained and excited some people and bored, stressed, alienated or depressed others
- typically productive
- societal pressures on ‘doing’
Explain ‘being’ and it’s implications
- being is about being true to ourselves, to our nature, to our essence
- to be requires time to discover ourselves, to think, to reflect and to simply exist
- making space to be authentically in relationship with ourselves
- can be a privileged idea
- integral part of identity
- requires being in the present moment, may link to flow states
- can be difficult to achieve if constantly occupied with doing
Explain ‘becoming’ and it’s implications
- holds the notion of potential and growth, of transformation and self-actualization over time
- summation of past experiences/actions that lead to future self
- important for wellbeing as it gives us a sense of purpose and identity
- shaped by occupational doing and being
- huge part of OT; help people transform their lives by facilitating talents and abilities not yet in full use
- very important task
- requires modification of goals, new opportunities and challenges to maintain becoming
- conscious and unconscious process
In relation to ‘doing’, ‘being’ and ‘becoming’ why is it important for occupational therapists to push outside of the medical model
- the medical model is limiting and does not allow us as practitioners to reach our full potential
- it does not allow our clients to reach their full potential or for us to serve them fully
- the medical model does not strongly value these concepts, especially ‘being’ or ‘becoming’, but we are aware of their importance for health, wellbeing, and quality of life
- for occupational therapy to become what it has the potential to become, what it is best fitted to become, means that it has to be true to itself, to it’s essence, to its own nature, to the beliefs that it rests upon
- trying to be what others want us to be is a form of slow torture and certain spiritual death. It is not possible to get all our definitions from outside and maintain our spiritual integrity. We cannot look to others to tell us who we are, give us our validity, give us our meaning, and still have any idea of who we are. When we look to others for our identity, we spend most of our time and energy trying to be who they want us to be.
What does Fidler describe as 3 aspects of becoming?
- becoming I
- becoming competent
- becoming a social being
Why is leadership needed in occupational therapy?
- to better communicate the value of OT
- to challenge the status quo of what OT has been- allow for change, growth and development
- to push for and realize occupational therapy’s full potential in enabling occupation for all in order to engage fully in life
- to make access to ot universal
Are leaders only in specific positions?
False.
- everyone has the capacity to be a leader
- we need frontline workers to identify as leaders and everyone in between if we want to accomplish what we want to accomplish within OT
- this builds capacity for change
According to the LEO model, what are the different roles OTs occupy?
- professional
- communicator
- scholarly practitioner
- collaborator
- change agent
- practice manager
According to the LEO model, what is a change agent?
-an OT who uses their expertise and influence responsibly to advance occupation, occupational performance, and occupational engagement
Why is leadership scarce?
Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable… it’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is. needed. If you’re not uncomfortable in your work as a leader, it’s almost certain that you’re not reaching your potential as a leader.
-however, to step into leadership can be more accessible to some folks than others.
What is the 80/20 rule when it comes to the LEO model
are you 80 percent sure you can speak up at this time and 20 percent not too sure? If so speak up! If not, be mindful of this, as it will keep you from pushing beyond your capacity.
What is the purpose of the LEO model?
- to provide a visual tool to inform our leadership work as OTs
- show what occupational therapy can do and be
- address issues of inequitable access to services
- to contribute to the lives of all citizens in Canada and beyone
In the LEO model there are 4 domains we need to do leadership work around to broaden occupational therapy’s reach. What are they?
- scholarship
- funding
- workforce planning
- accountability
Explain the ‘scholarship’ domain of the LEO model
- OTs can use evidence to raise awareness, not only about the positive benefits of occupation, but also about the ill health or negative effects of harmful occupations, or the lack of meaningful occupations as defined by individuals and societies
- challenge norms through critical appraisal
Explain the ‘accountability’ domain of the LEO model
- calling on us to show our work. If we don’t document well what we are doing or clearly report our work then we are limiting folks understanding of what we do and the impact of it
- use high profile models like ICF that share commonalities with occupation-based models to bridge the gap with biomedical perspectives and show value of occupational engagement to health and wellbeing
- make occupation explicit
- use outcome measures to justify
- demonstrate need for ot
