This is the second post in a series about occupational therapy in acute care. Read the first post in here.
One of the constant refrains of my occupational therapy program’s faculty was that we were all “change agents” with the power – and responsibility – to see and do things differently in order to achieve optimal outcomes for our patients and our profession. As a change agent, I make an effort to give my best and make positive change wherever I work, even when it’s easier to stick with the status quo. This is especially true in the acute care setting, where time, financial, and resource restraints can be huge barriers to holistic, occupation-based OT practice.
To be perfectly honest, I’ve had more meetings with management than I care to admit during my brief tenure at the hospital, typically to discuss my goals and plans of care for patients with needs that were deemed “not appropriate” to address within the acute care setting or goals that other team members “wouldn’t be able” to address after my initial evaluations (apparently because they weren’t BADL or exercise-based goals…). It hasn’t been easy, and each meeting is a valuable learning opportunity for me to learn what others think OT is or should be – and a platform for me to provide education and advocate for my profession and scope of practice. Without going into too much detail, I’ll simply say that I think there is a long way to go before truly holistic, progressive, and occupation-based occupational therapy is the norm – rather than the ideal – in most hospital settings.