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etadd_46(4) - Division on Autism and Developmental Disabilities

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mined pers<strong>on</strong>. The diss<strong>on</strong>ance created by the<br />

goal-state/actual-state discrepancy will hopefully<br />

cause the pers<strong>on</strong> to engage in reducing<br />

the discrepancy. The effort to reduce this discrepancy<br />

results in a means-ends chain that<br />

allows a pers<strong>on</strong> to seek soluti<strong>on</strong>s using a selfregulated,<br />

problem-solving strategy that allow<br />

him or her to reach a goal. C<strong>on</strong>sequently, the<br />

“soluti<strong>on</strong> searching <strong>and</strong> soluti<strong>on</strong> testing lead<br />

to c<strong>on</strong>sequences that feed back <strong>and</strong> alter subsequent<br />

discrepancies, expectati<strong>on</strong>s, searches,<br />

<strong>and</strong> selecti<strong>on</strong>s” (p. 12). It is a loop of choosing,<br />

acting, evaluating, <strong>and</strong> adjusting. C<strong>on</strong>sequently,<br />

although choice making <strong>and</strong> problem<br />

solving are typically not associated, it is<br />

clear that the latter operati<strong>on</strong> (problem solving)<br />

can be achieved <strong>on</strong>ly after the former<br />

operati<strong>on</strong> (choice making) has been fully experienced<br />

by c<strong>on</strong>sumers.<br />

Agran <strong>and</strong> Hughes (1997) described problem<br />

solving as a process of “determining the<br />

most appropriate <strong>and</strong> efficient resp<strong>on</strong>se to a<br />

given problem” (p. 172). People experience a<br />

discrepancy (the problem), c<strong>on</strong>sider <strong>and</strong> implement<br />

their soluti<strong>on</strong>, evaluate, <strong>and</strong> adjust as<br />

much as necessary to reach the goal state.<br />

Unfortunately, as c<strong>on</strong>sumers have historically<br />

received little exposure to making meaningful<br />

choices, <strong>and</strong> c<strong>on</strong>sequently little practice at<br />

solving problems, they are not able to regulate<br />

their lives as independently as they could. One<br />

cannot select an efficient resp<strong>on</strong>se to a problem<br />

(or achieve a goal) unless <strong>on</strong>e has familiarity<br />

with the various c<strong>on</strong>sequences that may<br />

be experienced (e.g., greater productivity<br />

leads to more financial compensati<strong>on</strong>, which<br />

provides more goods <strong>and</strong> services). The first<br />

step in problem solving is identifying the<br />

problem or stating a goal (achieving an outcome).<br />

This is similar to choice making—what<br />

choice should be made. The next step that<br />

follows is determining the relative weight or<br />

c<strong>on</strong>sequences of choices—if I opt for Choice<br />

A, this will happen; if I opt for Choice B, this<br />

will happen. With this underst<strong>and</strong>ing individuals<br />

can determine which acti<strong>on</strong>s are in their<br />

best interests—in effect, problem solve. It is<br />

str<strong>on</strong>gly recommended that c<strong>on</strong>sumers are<br />

not <strong>on</strong>ly taught to choose <strong>on</strong>e stimulus over<br />

another but to also learn to evaluate the relative<br />

benefits <strong>and</strong> disadvantages of their<br />

choices. For example, if an employee asks to<br />

work at a fast-food restaurant, he or she may<br />

find him- or herself in a work envir<strong>on</strong>ment,<br />

which has characteristics he or she doesn’t<br />

prefer (e.g., many people, work st<strong>and</strong>ing up).<br />

By underst<strong>and</strong>ing the need for c<strong>on</strong>sumers to<br />

practice choice making <strong>and</strong> problem solving,<br />

support staff can provide opportunities to improve<br />

c<strong>on</strong>sumers’ capacity to successfully perform<br />

self-regulated problem solving <strong>and</strong> begin<br />

to take more ownership <strong>and</strong> c<strong>on</strong>trol over their<br />

lives. Self-determined individuals are aware of<br />

their needs <strong>and</strong> make decisi<strong>on</strong>s to meet those<br />

needs by setting goals, taking acti<strong>on</strong>, <strong>and</strong> adjusting<br />

through <strong>on</strong>going self-evaluati<strong>on</strong> in order<br />

to meet those goals. Without opportunities<br />

to make meaningful choices <strong>and</strong> practice<br />

the problem-solving process, c<strong>on</strong>sumers will<br />

c<strong>on</strong>tinue to be dependent <strong>on</strong> others, living in<br />

an other-determined state.<br />

Barriers to Choice Making<br />

Although well acknowledged as both a best<br />

practice <strong>and</strong> service requirement, choice making<br />

represents a potentially disquieting event<br />

to service delivery <strong>and</strong> traditi<strong>on</strong>al practice,<br />

<strong>and</strong> may be difficult to provide to c<strong>on</strong>sumers<br />

in a meaningful way. As discussed previously,<br />

the impetus for choice making is to drive <strong>and</strong><br />

plan vocati<strong>on</strong>al <strong>and</strong> habilitati<strong>on</strong> programs<br />

based <strong>on</strong> c<strong>on</strong>sumer input, but there are several<br />

barriers that challenge both its purpose<br />

<strong>and</strong> impact <strong>on</strong> an individual’s lifestyle.<br />

No choice making. Agran et al. (2010) investigated<br />

the extent to which c<strong>on</strong>sumers with<br />

intellectual <strong>and</strong> severe intellectual disabilities<br />

were provided choice-making opportunities<br />

<strong>and</strong> the types of choices they were asked to<br />

make. For the participants at <strong>on</strong>e agency that<br />

provided sheltered employment, they were<br />

asked <strong>on</strong>ce a year at their Individual Program<br />

Plan meetings if they wanted to work elsewhere<br />

such as a supported employment placement.<br />

However, this agency did not offer supported<br />

employment, so, although the<br />

c<strong>on</strong>sumers were asked to make a choice, in<br />

effect there was no “real” choice involved.<br />

Also, as Storey (2005) suggested, even though<br />

an adult service agency is committed to providing<br />

a full c<strong>on</strong>tinuum of work placements, it<br />

is unlikely that c<strong>on</strong>sumers will be able to<br />

choose any placement opti<strong>on</strong> since there may<br />

be limitati<strong>on</strong>s in the resources available; the<br />

agency may not have the capacity (i.e., staff,<br />

Choice Making / 571

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