Professional Development 2 Exam 1

Front 1

System 1 Decision-Making System

Back 1

Quick/Holistic; Automatic/Reactive; Can block out or get support from System 2

Front 2

System 2 Decision-Making System

Back 2

Considered; Reflective; Can bolster or override System 1

Front 3

IDEAS for Problem Solving

Back 3

IDENTIFY the problem; DEEPEN understanding; ENUMERATE options; ASSESS situation; SCRUTINIZE the process

Front 4

6 Core Critical Thinking Skills according to Faccione

Back 4

1. Interpretation; 2. Analysis; 3. Evaluation; 4. Inference; 5. Explanation; 6. Self-regulation

Front 5

Goal-oriented thinking

Back 5

“Plan, direct, perform, reflect”

Front 6

Client focused thinking

Back 6

apply general theory to specific case

Front 7

Scientific Reasoning

Back 7

Diagnosis, condition, theory evidence, etc.

Front 8

Diagnositc Reasoning

Back 8

Blend of science and client-based info

Front 9

Procedural Reasoning

Back 9

Therapy regimes based on science, habit, culture

Front 10

Narrative reasoning

Back 10

Client-centered: past, present, anticipated future

Front 11

Pragmatic Reasoning:

Back 11

Realities of services delivery (scheduling, payment, skills)

Front 12

Ethical Reasoning

Back 12

Right action with competing principles, risks, benefits

Front 13

Interactive Reasoning

Back 13

Positive, collaborative, interpersonal relationships

Front 14

Conditional Reasoning

Back 14

Blending all forms of reasoning

Front 15

5 Levels of Proficiency

Back 15

1. Novice; 2. Advanced Beginner; 3. Competent; 4. Proficient; 5. Expert

Front 16

Novice

Back 16

Know tests and how to perform, what evaluation/treatment & why, improved observational skills, assess how a session went

Front 17

Advanced Beginner

Back 17

Marginally acceptable performance; Can note recurring, meaningful situations; Principles begin to be formulated; Difficulty prioritizing

Front 18

Competent

Back 18

Developing snese of mastery; Aware of LTGs; May lack speed/flexibility; Hard to see big picture; Can articulate theory and rationales

Front 19

Proficient

Back 19

Understands whole parts; Holistic understanding; Learns from experiences; Can modify plans

Front 20

Expert

Back 20

No longer relies on principles/rules; Lots of experience; Intuitive grasp of clinical situations; Performance is fluid and flexible

Front 21

Critical Thinking

Back 21

Purposeful, Reflective Judgment

Front 22

Supervision

Back 22

A process aimed at ensuring the safe and effective delivery of OT services and fostering professional competence and development

Front 23

OTA

Back 23

Occupational Therapy ASSISTANT; the one with the associates degree in OT

Front 24

Can an OT indirectly supervise an OTA (via phone, email, etc.)?

Back 24

Yes

Front 25

Service Competency

Back 25

Process in which the OT determines that the OTA performs tasks in the same way and achieves the same outcomes that the OT would

Front 26

6 Responsibilities of supervising an OTA in CA

Back 26

1. Min. weekly review/inspection; 2. Assure OTA is not functioning autonomously; 3. Documentation of supervision; 4. Readily available in person or telecom at all times; 5. Periodic on-site supervision/observation; 6. OT determines treatments OTA can perform

Front 27

OT Aide

Back 27

No formal OT education; supportive services to OT practitioners

Front 28

2 Types of Tasks OT Aides Can Perform

Back 28

1. Non-client related (clerical, maintenance, transport of clients, etc.); 2. Selected client-related tasks that are routine and supervised by an OT or OTA (non-billable)

Front 29

4 Ways to develop a positive supervisory relationship

Back 29

1. Learn about supervisee; 2. Be clear about job expectations; 3. Develop and implement a supervisory plan; 4. Document

Front 30

4 Functions of a Manager

Back 30

1. Planning; 2. Organizing; 3. Coordination; 4. Controlling

Front 31

2 Typical duties of a Middle Manager

Back 31

1. Carrying out strategic directives of upper-level managers at operational level; 2. Supervising subordinate employees to ensure smooth functioning

Front 32

4 Types of Managed Care

Back 32

1. Preferred Provider Organization (PPO); 2. Health Maintenance Orgamization (HMO); 3. Medicare Risk; 4. Managed Medicare

Front 33

Who qualifies for Medicare? (3 categories)

Back 33

1. 65 and older; 2. Disabled for 2+ years; 3. End-stage renal disease

Front 34

Medicare Part A

Back 34

Hospital Insurance; Inpatient stays; No monthly cost; Also home health

Front 35

How do you qualify for a SNF under Medicare Part A?

Back 35

Been in hospital for at least 3 days, need skilled services

Front 36

How many days does Medicare Part A cover in a SNF?

Back 36

100 days in a calendar year (not by event)

Front 37

Medicare Part B

Back 37

Outpatient, covers DME, pay a premium, have a yearly deductible, only pays 80% of costs

Front 38

What does Medicare Part A pay for in a SNF?

Back 38

Therapy services for long-term care patients (b/c this is their “home”)

Front 39

How many days/week of therapy does Medicare Part A pay for in a SNF?

Back 39

5 days/week

Front 40

What are RUG Levels?

Back 40

Determine how much therapy a person gets in a SNF under Medicare Part A; based on need

Front 41

What does RUG stand for?

Back 41

Resource Utilization Group

Front 42

5 RUG Levels

Back 42

1. RU = Ultra High; 2. RV = Very High; 3. RH = High; 4. RM = Medium; 5. RL = Low

Front 43

Why is it important to provide a patient as many hours of therapy as they get under their RUG levels?

Back 43

Because if they don’t get their hours in a 7 day period they get bumped down to the next RUG level and can’t get as many hours

Front 44

PPS

Back 44

Prospective Payment System; Medicare payment is based on a predetermined fixed amount

Front 45

DRG

Back 45

Diagnostic Related Group; In hospitals a person’s diagnosis determines what the hospital is paid for them

Front 46

How is payment determined in home health?

Back 46

OASIS

Front 47

Types of supervision

Back 47

1. Formal Supervision

2. Informal/Peer Supervision

3. Mentoring

Front 48

Peer Supervision

Back 48

Informal, spontaneous supervision; can be offered or solicited; Consider needs of mentee and clients

Front 49

Making schedules and delegating work is an example of what type of supervisory function?

Back 49

Administrative function

Front 50

Orienting new staff, assessing performance, and providing feedback are examples of what type of supervisory function?

Back 50

Educational Function

Front 51

Meeting with supervisees and holding group meetings to allow for expression of concerns is an example of what type of supervisory function?

Back 51

Supportive Function

Front 52

4 Stages of Progressive Discipline

Back 52

1. Warning and oral reprimand

2. Written reprimand

3. Disciplinary layoff

4. Discharge

Front 53

"Red-hot stove" rule of discipline (4 parts)

Back 53

Discipline should be administered:

1. With advance warning (employees know rules)

2. Immediately (right after it occurs)

3. Impartially

4. Consistently

Front 54

6 Steps for dealing with performance problems

Back 54

1. Meet with them and point it out

2. Collaborate to find reasons

3. Collaborate on action plan

4. Monitor performance

5. Repeat process as needed

6. Inform employee of consequences if standard is not achieved

Front 55

How much experience do you need to supervise a Level II fieldwork student?

Back 55

1 year

Front 56

Who can Entry-level OTAs supervise? (2)

Back 56

1. OT Aides

2. OT Volunteers

Front 57

Who can OTAs with more than 1 year experience supervise? (6)

Back 57

1. OTA

2. OT Aide

3. OT Volunteer

4. Level I OT Fieldwork

5. Level I OTA Fieldwork

6. Level II OTA Fieldwork

Front 58

Who can an entry-level OT supervise? (5)

Back 58

1. OTA

2. OT Aide

3. OT Volunteer

4. Level I OT Fieldwork

5. Level I OTA Fieldwork

Front 59

7 Steps to Take in Supervising an OTA

Back 59

1. Orient OTA to worksite

2. Share job and professional expectations

3. Identify OTA's skill level

4. Identify OTA's learning needs and methods of learning (ask!)

5. Establish service competency

6. Collaborate to establish supervisory plan

7. Document ongoing supervision

Front 60

6 Qualities to support development of Collaborative Supervisory Relationship

Back 60

1. Sensitivity

2. Dependability

3. Attentiveness

4. Respectfulness

5. Collaborativeness

6. Reflection

Front 61

Third-party payment

Back 61

Another entity (insurance, Medicare, Medicaid) pays for your medical care

Front 62

Fee-For-Service

Back 62

- How insurance and Medicare used to work

- You get paid for what you do based on "reasonable and necessary" criteria

- Minimal restrictions on numbers and types of interventions

Front 63

Managed Care

Back 63

- a system of health care in which patients agree to visit only certain doctors and hospitals, and in which the cost of treatment is monitored by a managing company

- more restricted in what you can do

Front 64

Accountable Care Organizations

Back 64

Hospitals, physicians, specialists, etc. coordinate and integrate between hospital and community; cost-saving structures

Goal is to save Medicare money

It's for Medicare patients

Front 65

What is the priniciple financier of health care in the united states?

Back 65

Medicare

Front 66

Who must order OT treatment for it to be reimburseable?

Back 66

A physician

Front 67

Who pays for 2/3 of all nursing home residents?

Back 67

Medicaid

Front 68

Medicaid

Back 68

For low-income people

Different by state

In California: MediCal

Front 69

SCHIP

Back 69

State Children's Health Insurance Program

- Insurance for kids/parents who are ineligible for Medicaid but can't get health insurance

- Covers 1/3 of children in U.S. and half of children with low incomes

Front 70

Is workers comp a state or federal program?

Back 70

State

Front 71

COBRA

Back 71

- Consolidated Omnibus Budget Reconciliation Act

- Additional months of insurance after you leave your job

- Expensive

Front 72

6 Themes in critical thinking research in Chan article

Back 72

1. Revisiting meanings of critical thinking

2. Critical thinking and knowledge: partners or rivals?

3. Is critical thinking criticizing?

4. Revising the meanings of creativity

5. Creativity and experience: partners or rivals

6. Should creativity be practical?

Front 73

"Critical Spirit" according to Faccione

Back 73

“a probing inquisitiveness, akeenness of mind, a zealous dedicationto reason, and a hunger or eagerness forreliable information.”

Front 74

Purposive, kinetic thinking

Back 74

Coordinations movement and intention

Front 75

Meditative thinking

Back 75

Leads to sense of inner piece, profound thoughts

Front 76

Hyper-alert, instinctive thinking

Back 76

used by soldiers in battle

Front 77

Availability Heuristic

Back 77

A person makes inaccurate estimates based on personal experience coming to mind

Front 78

Affect heuristic

Back 78

Gut reaction

Front 79

Association heuristic

Back 79

associating one thing with something else

Front 80

Simulation heuristic

Back 80

Imagining how various scenarios will unfold

Front 81

Similarity heuristic

Back 81

Notice someone is in some way similar to you, assume they are similar in every way

Front 82

Roles of a middle manager according to Guo (5)

Back 82

1. Planner/Strategic thinking

2. Negotiator

3. Coordinator

4. Problem Solver

5. Leader

Front 83

Skills of a middle manager in OT (3)

Back 83

1. Conceptual skills (assessment, analysis, decision making, evaluation)

2. Marketing

3. Human Relations

Front 84

Competencies of a Middle mNager in OT (8)

Back 84

1. Management of attention

2. Mgmt of meaning

3. Mgmt of trush

4. Mgmt of self

5. Utilization review

6. Program evaluation

7. Documentation

8. Financial management and Budgeting

Front 85

Competencies

Back 85

explicit statements thatdefine specific areas of expertise and arerelated to effective or superior performance ina job

Front 86

Role delineation

Back 86

An organizational strategy that defines specific skills and tasks to be performed and also educational qualifications for that job description

Front 87

Transformational management

Back 87

More contingent on relationships than compliance