'They get the opportunity to say what is important for them': exploring staff's early perceptions of the implementation of a new communicative approach to patients with aphasia.

This study explored the perceptions of staff members regarding the implementation of a new communicative approach at a multidisciplinary neurorehabilitation centre in Denmark. Communication partner training according to Supported Conversation for Adults with Aphasia (SCATM) was combined with augmentative strategies from the KomHIT programme to increase the influence of patients with aphasia on their own rehabilitation process. A qualitative approach was used involving two semi-structured group interviews with multidisciplinary staff in two wards. Three staff members from each ward participated. The recorded interviews were transcribed, and a thematic analysis of the data was conducted. Three main themes emerged from the analysis. Participants reported increased influence of patients with aphasia on their own rehabilitation process, as well as an increased focus on communication with patients with aphasia. Challenges included time restrictions and dilemmas in goal setting. Increasing staff knowledge of communication support and augmentative strategies seemed to improve the influence of patients with aphasia on their own rehabilitation process. Because the results were based on interviews with a small number of staff, they cannot be generalized and require further investigation that should also include interviews with the patients themselves and their families. The combination of partner training with augmentative strategies may increase staff understanding of all individuals' rights to have their communicative needs met. The combination of partner training with augmentative strategies may support the influence of persons with aphasia on their own rehabilitation. Goal setting discrepancies between staff and patients with aphasia can be brought to light by more successful communication. The implementation of a new communicative approach can be challenged by a number of factors, e.g., time restrictions. The implementation process needs to be supported by actions on a higher organisational level. [ABSTRACT FROM AUTHOR]