Video Resources
Supported decision-making - the basics
Supporting people to take back control
We all need support to make decisions at different times and we draw on the support of people we know and trust. When we provide people, who have been denied their legal decision-making rights, with structured decision support we can enable them take back control of their lives.
What is supported decision-making?
Supported decision-making is the process of providing practical assistance with decision making to people who need support. Practical assistance can involve many things and will be different for each individual in their unique contexts.
Aims of supported decision-making
Supported decision-making has two aims. The first aim is to offer people the support they need to control their lives. The second aim is to be a legal alternative to formal substituted decision-making such as guardianship and financial administration.
Decision support is a right
When we understand decision support is a fundamental human right it shapes the gravity of our interactions as decision supporters. If we are not able to provide good decision support, we might be denying someone the opportunity to act as a legal citizen.
A different starting point - rethinking capacity
Rethinking capacity
Supported decision-making requires us to think about decision-making capacity differently. Supported decision-making recognises that different decision-making abilities can be turned into capabilities through appropriate decision-making supports.
A different starting point
How we provide decision-making support is influenced by the way we think about disability. Supported decision-making doesn't start by finding a person's deficits through assessing their decision-making capacity instead it focuses on what we can add to the person's ability to build their decision-making capability.
Assuming decision making ability
The assumptions and beliefs supporters have about the people they support significantly shape how they go about providing support. We need to be able to approach each decision and start each process assuming the person can make the decision with the right support. We always assume decision-making ability.
Will and preferences - the centre of the supported decision-making universe
Understanding will and preferences
The will and preferences of decision makers direct the supported decision-making process. Decision makers may need help to explore, work out and show their will and preferences in relation to a specific decision opportunity. Their supporters need to acknowledge, interpret and act on those expressions of preference as the basis of their decisions.
Knowing as fundamental to interpreting
Knowing the person you are supporting is fundamental to being able to understand and interpret their preferences. We need to know a decision maker's life history, prior experiences and previously demonstrated preferences as these are vital to being able to interpret what they are communicating accurately and respond appropriately.
Respecting will and preferences
A decision makers' will and preferences guide all aspects of the supported decision-making process. Supporters help to ensure the decision maker's preferences are informed in light of the options, constraints and possible consequences of the decision.
Supporter influence - reducing our impact
Neutrality
Decision supporters want to approach their role from a neutral standpoint always seeking to minimise their influence over the supported decision-making process.
Bias and conflict of interest
Both decision makers and decision supporters can have biases. We can use strategies to reduce the impact of our biases on the supported decision-making process.
Strategies for reducing bias
We all come to decision-making with biases. As decision supporters we need to acknowledge our biases and work to reduce their impact over the supported decision-making process. We can do this by taking a neutral approach and focusing on a good process rather than achieving a specific outcome.
The supporter role - important aspects
Building quality support relationships
The foundation of good supported decision-making practice is a quality support relationship involving mutual knowledge, trust, respect and a sense of equality. One way we can deepen the quality of our relationships is by spending time together engaging in shared experiences.
Exploring and enabling risk
When engaging in supported decision-making we approach risk in a proactive, supportive and collaborative way. We involve decision makers in identifying and problem-solving how risks can be avoided or reduced. When needing to find ways to minimise harm, we are guided by the decision maker's will and preferences.
Perception of our role
Our responsiveness as supporters is shaped by the assumptions and beliefs we have about the decision-making ability of the people we support. It is also shaped by how we think about our role as decision supporters.
Supporting the decision making of people with complex communication access needs
People who have complex communication access needs rely on their supporters to acknowledge, interpret and act on their expressions of preference. These expressions of preference form the basis of choices, which can be built into more formal decisions.
Creating opportunities
Some people with disability rely heavily on their supporters to identify decision opportunities in their lives. When supporters create and promote rich experiences it expands the quantity and quality of decision opportunities in people's lives.
Looking Differently at Disability and Decision Making - Michael Bach
We often reference this video in our training and wanted to include it here as another helpful resource. It is recommended at the end of the ‘Aims of supported decision-making’ video above.