It is important that there is effective open communication between the case manager and the consumer/ client.  it is important that the client is encouraged to actively participate in the decision making of their rehabilitation needs and outcomes. This has to be delivered in such a way that is non judgmental and allows the case manager to resolve any conflicts and ambiguity that can occur .This is why both client and case manager switch roles as needed and take turns playing the roles as both role sender and focal person as role sender and focal person so each is clear in their expectations of what is going to take place

This all has to take place within the confines of what key stake holders can deliver and within any budgetary and timelines set by those in charge of funding rehabilitation (insurers, Government). There also has to be a shared role of both role sender and focal person between case manager and all key players, so that conflicts and ambiguity can be resolved as they arise 

 

 

Role conflict and/or Role ambiguity can occur if   the role senders and focal person roles are not shared be3tween consumer and case manager. Role conflict and/ or role ambiguity may occur as a result of not communicating openly and effectively 

Equally this can also occur if there is not an effective two way open communication between case manager and key stake holders. A two way communication that is non judgmental should exist with all parties sharing roles as both role sender and focal person

Role conflict and role ambiguity delays effective  outcome for clients and affects budgets and time frames 

 

- positive leadership

- communicates with all parties in a timely manner

- provides adequate support to the client

- discusses and gives client service options without forcing decisions on them

- manages time well

2. Ineffective Behaviour:

- withholds information from client and other service providers

- overworked

- doesn’t communicate with client in a timely manner

- judgemental

- lacks motivation 

- lacks compassion and empathy

·         Consumer-centred

·         Great time management/organisation skills

·         Empathetic

·         Maintains confidentiality

·         Problem solving mindset – adaptable to different situations

·         Positive body language habits (even voice tone, posture, reflective listening) that invite confidence and trust

·         Respect for clients’ beliefs and values

·         Able to develop a collaborative partnership with clients based on above factors

·         Recognition and positive reinforcement from managers/peers

·         Equitable/manageable caseloads

 

·         Poor body language

·         Excessive caseloads, leading to rushing through sessions, or treating more like a box checking exercise than a collaboration

·         Lack of recognition/positive reinforcement from managers/peers

·         Poor time management skills

·         Projecting values or beliefs onto clients or directing them towards certain decisions/courses of action instead of listening to their needs and goals.

·      Good communication skills

·      Empathy 

·      Time management 

·      Self-improvement

·      Conflict resolution

·      Informed decision-making 

·      Client-centred care

·      High case load

·      Discrimination and bias 

·      Poor or ambiguous communication

·      Lack of responsiveness

·      Poor time management

barriers: 

 

Barriers:

-       Good communication

-       Organisation and time management 

-       Holistic view 

-       Conflict resolution 

-       Open-mindedness

-       Resourceful 

Typical behaviour variables that prevent effect case management 

-       Burn out

-       Lack of empathy 

-       Low motivation 

-       Judgement 

-       Not following a client centred approach