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The initial part of the program explores challenging behaviour and the ways this type of behaviour can be assessed and addressed. What are some of the ways we can understand how behaviour works? What can we learn from professional behavioural experts?

The second module of the course looks more closely at the principles and approaches involved in providing behavioural support to a person.

How do we provide proactive support to the person so that they can begin to reduce the challenging nature of their behaviour? What are some of the methods used to facilitate change?

This module discusses the nature of our workplaces and the tasks we undertake. Included here is discussion of the legal and ethical frameworks mediating the service context, our obligations and responsibilities, and the practical processes involved in risk management in our workplaces.

What are the requirements of your role?

What is the legal framework in which you operate?

What has the organisation done to reduce the risk of behavioural incidents?

This section on individual response profiles looks more closely at our own personal readiness to respond effectively and appropriately to challenging situations, in terms of our physical, psychological and emotional capacities.

We will have the opportunity to discuss practical personal strategies to develop our ’strengths’ as a way to enhance our incident management and resolution skills. We also look at elements of communication and how these impact on our capacity to work with others and contribute to positive team dynamics.

How do you contribute to the incident - and how do you respond?

What do you SAY, THINK and DO?

This module is concerned with developing practical and objective models of understanding around incident escalation, management and resolution. Here we look at incident analysis, the identification of behavioural triggers, and response practices.

We’ll have a look at the Incident Curve as a way of working out our best response to a behavioural escalation.

Are we: preventing (intercepting) - managing (dealing with) - or concluding (resolving) the incident?

In ’The Paper Chase’ section we will look a little more closely at the specific organizational reporting systems that are important in relation to incident management.

What sort of documentation and administrative practices are in place at your workplace?

Practical response models are further developed via a number of scenario examples through which a range of incident prevention and management practices are demonstrated. Participants will be able to engage their current and past experiences and elements of prior learning to assess the scenarios and provide feedback.

Participants are then guided through material exploring physical management, including: personal, team and client safety; avoiding injury; learning to deal with physical contact; and restrictive practice and ethical considerations.

Participants will experience instruction in a range of protective behaviour strategies (including breakaway techniques) designed to enhance confidence in dealing with physical behaviour.

Important to note: The physical management comes last in the program for a reason. Having to protect oneself physically through bodily manipulation means, obviously, that you are now in contact with the person who is escalated. Essentially this means that you have failed to avoid physical interaction through your preparation and previous actions. Physical manipulation is a threat response to your personal safety; it is NOT a client management technique.

Think of these moves as your fire-escape. That is, like a fire-escape in a building, you should never have to use them if other systems are working properly. Nevertheless, we still do fire-drills from time to time.