Rehabilitation psychology: 2020 state of the field survey.

PURPOSE/OBJECTIVE: To date, there are no published formal surveys of the "state of the field" of Rehabilitation Psychology in terms of education, training, practice patterns, professional identity, and relative salary and income structures for those who identify as Rehabilitation Psychologists. RESEARCH METHOD/DESIGN: In an effort to gather this information, the Practice Committee of APA Division 22 (Rehabilitation Psychology) conducted a convenience-sample survey of its listserv subscribers to obtain a representation of Rehabilitation Psychologists across the United States, and a depiction of the fields in which they work. RESULTS: There were 282 respondents to the survey. Most respondents were female (69%) and worked in hospital/medical facilities (70%). Most worked in urban/suburban areas (96%), with adults (57%), and had a straight salary income structure (78%). Salary was found to be associated with age (p < .001), gender (p < .001), degree (p = .001), board certification status (p < .001), years licensed (p < .001), and Manager/Director position status (p < .001). Salary was not significantly different by region. CONCLUSIONS: Implications regarding the need for advocacy for the roles of Rehabilitation Psychology in health care, promotion of the specialty with consumers, and the development of future professionals are discussed. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Psychologist leadership on inpatient rehabilitation teams: Organizational science in practice.

PURPOSE/OBJECTIVE: Teams are a critical part of modern health care, particularly in rehabilitation settings where multiple providers with different backgrounds and training work toward common goals. Rehabilitation psychologists have a legacy of providing leadership and influence for complex teams. Knowledge of interdisciplinary/transdisciplinary systems, leadership within those systems, and consultation across disciplines are foundational competencies for rehabilitation psychologists. Research Method/Design: This paper summarizes the different roles rehabilitation psychologists serve on health care teams and identifies opportunities for improved effectiveness. An overview of leadership theory over time is provided. RESULTS: Even when psychologists are not formal team leaders, opportunities exist to leverage team member strengths and encourage the development of leader behaviors across the team in support of good patient care. CONCLUSIONS/IMPLICATIONS: Drawing from the management and organizational development literature, evidence-based suggestions are provided for rehabilitation psychologists seeking to foster healthy team dynamics within and among health care teams. The authors encourage rehabilitation psychologists to use their unique training to facilitate shared leadership on teams that foster and encourage a climate of trust, psychological safety, healthy and productive conflict, along with strong communication practices. These issues became even more salient as teams transitioned to virtual platforms during the pandemic and continue to adapt to hybrid work environments. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Team models in neurorehabilitation: structure, function, and culture change.

INTRODUCTION: Neurorehabilitation requires a team effort. Over time the nature of teams has evolved from single discipline work through multi-disciplinary and inter-disciplinary teams to trans-disciplinary teams. However, there are inconsistencies in the literature and clinical practice as to the structure and function of these team models. Each model engenders advantages over its predecessor and unless the models are well understood clinicians may labor in a model that is less efficacious than the most transcendent model. OBJECTIVES: To define and examine the models of single discipline care, multi-disciplinary teams, inter-disciplinary teams, and trans-disciplinary teams and to review in depth trans-disciplinary teams as the most advanced team model. This paper will also consider professional roles and integration across disciplines as well as the crucial topics of staff selection, attendance in rounds and the nature of rounds, staff physical plant assignments, and leadership responsibilities. Leadership responsibilities that will be addressed include scope of practice and role release, peer pressure, and culture change issues. CONCLUSIONS: The trans-disciplinary model is the gold standard for teams in neurorehabilitation because they entail more integrated service delivery than do other teams. Trans-disciplinary teams also represent a more persons-centered approach. To initiate a trans-disciplinary model, team members must have excellent communication and shared decision making including persons with brain injury. Leadership must address staff selection, scope of practice and role-release. Otherwise, the model will fail due to peer pressure and institutional or program cultural variables.