Pierre, you have mentioned a good point about the supportive environment.  I really like your idea of spending 15 minutes on the unit with staff to explore their day, challenges, and how they can be supported.  I do something similar first thing in the morning when I go do my rounds around the cottages.  Although I don’t have a specific time for meeting each day, I do take a moment to touch base with them to see how I can support them and what their priorities are as far as residents are concerned.

I have experienced similar pushback from the staff at my facility as well Pierre.  My experience is when it comes to reducing antipsychotics.  Since we have started the Clear/BC program I have been more aware and insightful about decreasing antipsychotic, more than usual.  I often get pushback from staff as well, “why change something that doesn’t need to be changed”.   Some staff is very resistive to change.  I have noticed not only staff I find families also find this disruptive because antipsychotics are decreased the Behavioral and Psychological Symptoms of Dementia (BPSD) increases.  Some families rather have their loved ones on medications so they can have a good visit with them.  For staff, it may create a lot more work when residents with dementia become more behavioural.  Change talk not only with the staff but the family may be effective in this case.  “At work, change talk enables us to engage members of our teams in discussions that might otherwise be difficult to initiate or sustain” (Lepsinger, 2010, p.157).  I am wondering Pierre if you had any feedback for me, how are you managing with clear/bc? With Change since we are both in the same field?

References:

Clear / BC Patient Safety & Quality Council. (n.d.). Retrieved from https://bcpsqc.ca/improve-care/clear/

Lepsinger  R. (2010) Closing the Execution Gap. San Francisco: Jossey-Bass.