- 2.4 Reviewing available information and making valid decisions
- 2.3 Using factual data, recommendations, suggestions, and ideas in a logical and purposeful manner to inform decision making
- 1.4 Strategies for keeping aware of own stress levels and for maintaining wellbeing
- 1.1 Elements of management decision-making
- Unit 10- Decision Making in Adult Care NVQ Level 5
- 1.2 Values, belief systems, and experiences affecting working practice
- 2.4 Adapt communication in response to the emotional context and communication style of others
- 1.1 Emotions affecting own behavior and the behavior of others
- 2.2 Providing support to engage others in the decision-making process
- 2.1 Evaluating range, purpose, and situation for effective decision making
- 4.3 Prioritize own development goals and targets
- 4.4 Use personal and professional development planning
- 4.2 Establish own learning style
- 4.1 Evaluate own knowledge and performance
- 4.2 Ways in which team members are supported to understand their role in safeguarding children and young people from danger, harm, abuse, or exploitation.
- 4.1 Reasons adult care practitioners need to be aware of national and local requirements that seek to ensure the safety and wellbeing of children and young people.
- 3.7 Demonstrate ways of assessing the effectiveness of risk management practice
- 3.6 Demonstrate positive approaches to risk assessments
- 3.5 Revise plans to take account of changing circumstances
- 3.4 Delegating responsibilities to others
4.4 Tensions between maintaining the safety of team members and others with the duty of care to adults who are known to have abused children and young people.
Course: NVQ Level 5 Diploma In Leadership & Management for Adult Care
Unit 8: Safeguarding, Protection, and Risk
LO4: Understand the role and responsibilities of adult care practitioners in ensuring the safety and wellbeing of children and young people
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4.4 Tensions between maintaining the safety of team members and others with the duty of care to adults who are known to have abused children and young people.
The managers of the team are faced with some difficult decisions. The safety and care for both adults who have abused children as well as other members of the team is a priority. Allowing an adult to stay on after acknowledging abuse can be seen at best as neglect, and at worst criminal negligence in certain circumstances if that person has access to vulnerable people such as those they were responsible for during their career working with children or young people.
While protected adult care is a necessary evil, changing job titles is not always sufficient and more needs to be done by organizations in the social services sector to ensure that they are truly working on the wider protection of other adults who commit acts of abuse but do not meet the criteria for full criminal justice procedures.
Methods employed to achieve this goal may include enhancing communication and working with other sectoral organisations performing similar duties. There is also the possibility of changing attitudes deeply rooted within these groups and practices so as to consider that adults who behave abusively are still loved, cared for, and unlikely to repeat such acts.
Each culture or subculture will have its own ways of dealing with these concerns and this can also be an obstacle as individuals who adopted abusive behavior demonstrated no difficulty maintaining their negative traits in a different situation and were not able to explain this fact.
Adults who abuse children whatever their background should receive care specialist treatment, allowing them to move on with the full support of professionals within the sector who handle these people. One example of good practice is the standardization of a center for adults with a history of serious physical aggression which is run by police officers and therapists so as to ensure appropriate help for users.
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