How Executive Dysfunction Affects Decision-Making and Risk in ABI Services
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Executive dysfunction is one of the most misunderstood impacts of acquired brain injury. People may understand information yet struggle to apply it, anticipate consequences or regulate impulses. Commissioners and inspectors expect ABI services to recognise these challenges and adapt risk management accordingly.
This article focuses on executive dysfunction and its impact on decision-making and risk. It should be read alongside Positive Risk-Taking & Risk Enablement and Quality, Safety & Governance.
What executive dysfunction looks like in practice
Executive dysfunction may present as impulsivity, inconsistent choices, poor follow-through or limited insight into risk.
Why traditional risk approaches fail
Standard risk assessments assume rational, consistent decision-making.
Commissioner and inspector expectations
Expectation 1: Adapted risk assessment. Inspectors expect risk assessments to reflect executive impairment.
Expectation 2: Proportionate controls. Commissioners expect controls that enable rather than restrict.
Operational example 1: Supported decision frameworks
An ABI service introduced supported decision-making frameworks aligned to executive need.
Managing impulsivity safely
Impulsivity should be anticipated and planned for, not punished.
Operational example 2: Environmental risk controls
Providers adapted environments to reduce reliance on impulse control.
Balancing enablement and protection
Risk enablement requires ongoing review rather than one-off decisions.
Operational example 3: Dynamic risk reviews
Risk plans were reviewed frequently in response to behaviour patterns.
Evidencing decision-making quality
Providers should evidence:
- Decision-specific risk assessments
- Clear rationale for controls
- Learning from outcomes
Why this matters to outcomes
When executive dysfunction is understood, risk management becomes safer and more enabling.
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