Caseload at an outpatient rehabilitation center

 

You get 2 clients on your caseload at an outpatient rehabilitation center. They both have had a
left MCA CVA in the last 6 months, but in different areas of the brain. They received
speech/language therapy for a month in the hospital following their stroke but haven’t received
any further services since. They both express to you that they would like more help with their
communication skills.
During your assessment, you get a narrative language sample from each talking about the
“birthday party” picture. Here are the transcripts of their language sample, which are typed
without punctuation. The number of dots indicates the relative durations of pauses.
*Ms. Kim’s Transcript (105 words per minute)
And..oh, okay…what do you call it…well I guess the cat got into it and the..uh..he’s hiding under
the sitter and the mother is gonna…trying to get him out of there…and he cleaned up the rug
with a..hm..well ….those ones there…children…boys and girls…are arriving and it’s …um not
too good a deal I’d say.
*Mr. Smith’s Transcript (40 words per minute)
Um…um…uh….cake…and…um…and…and dog….dog ate cake..and..and…trouble…..mom is
mad….and..and..um..um..kid is crying…and..and…neighbors…..neighbors is coming
* Source: Brookshire, R.H., (2007). Introduction to Neurogenic Communication Disorders, St.
Louis: Mosby.
QUESTION: List and describe three mechanisms of brain changes following a stroke or
brain injury that would apply to Ms. Kim and Mr. Smith. Please use the format provided
below. (3 pts)
Ms. Kim:
1.
2.
3.
Mr. Smith:
1.
2.
3.
QUESTION 9
What principles of neuroplasticity would drive your treatment with these clients? (2
points)
● What principles of neuroplasticity would drive your treatment with Ms. Kim? Why?
● What principles of neuroplasticity would drive your treatment with Mr. Smith?
Why?

Sample Solution

Because entry-level Doctor of Physical Therapy programs aim to prepare graduates for clinical physical therapist practice1, the assessment tool used to evaluate student physical therapists’ (‘students’) clinical performance must be objective and represent the reality of the clinical setting. The American Physical Therapy Association (APTA) recognizes patient-centered outcomes as the ultimate measure of quality care for patients2 and condemns unethical productivity quotas in its Consensus Statement on Clinical Judgement in Health Care Settings. 2,3 The reality of clinical practice, however, is that productivity metrics pervade the field. According to Tammany et al.4, more than 70% of respondents worked in environments where productivity targets were set.

niversal and comprehensive definition (Reiss, 2007). Gardiner (2005) defines a project as a transitory and exceptional activity that utilise scarce resources to generate benefits for stakeholders amid uncertainty and complexity. A project is a temporal alliance that deals with distributing capitals to prospects that are capable of creating a positive change (Turner, 2014) Similarly, a project is a short time venture embarked on to attain a valuable outcome, product or services (Project Management Institute 2008) (Association of Project Managers 2012).

2.2 Project Management.

Project Management has no universally accepted definition and it is a relatively new genre of study (Pellegrinelli, 2011). According to Kerzner (2013), project management is the actualisation of a business’s objective and goals through planning, directing. Organizing and adequate management of accessible resources. The Association of Project Management (2012) states that project management is the use of processes, systems, information, skills and experience for the accomplishment of project goals.

2.3 Project Success

Project success is a concept in project management that is hard to define due to the uncertainty of the factors that necessitates project success (Papke-Sheilds, Beise and Quan, 2010). Apparently, the conventional yardstick of project success based on the Iron triangle’s criteria of cost, time and quality; which appears unreasonable and rigid is of a lesser priority and a more realistic modern approach of measuring success; which entails the ability of a project to create value and stakeholders’ satisfaction; is now the criteria for measurement of project success. (Muller and Jugdev, 2012). According to Stingl and Geraldi (2017), one of the essential element for project success in the management of project is decision making, which considers the most appropriate strategies for the pre- conception to post- completion phases of the project.

2.4 Decision Making

Decision-making is the powerhouse of every project; decisions made at pre-conception, in-project and post -project stages of the project, defines the ultimate success of the project (Stingl and Geraldi 2017). The Business Dictionary (2018) defines decision-making as the logical selection of the most appropriate option from available alternatives. Similarly, Merriam Webster Dictionary (2018) states that decision-making is the act of making decision particularly with a group of individuals. Tiwary (2013) describes

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