Strengths-Based Support in ABI: Moving Beyond Deficit-Led Planning
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Acquired brain injury services have traditionally been shaped by deficit-led thinking, with a strong focus on impairment, risk and what individuals are unable to do. While risk management remains essential, commissioners and inspectors increasingly expect ABI providers to evidence strengths-based support that promotes recovery, independence and personal identity alongside safety.
In ABI contexts, strengths-based support must be applied carefully. Cognitive impairment, reduced insight and fluctuating capacity mean that recognising strengths does not remove risk, but instead supports more proportionate, enabling decision-making. This article explores how strengths-based support should operate in ABI services. It should be read alongside Strengths-Based Approaches and Person-Centred Planning & Strengths-Based Support.
What strengths-based support means in ABI services
Strengths-based support in ABI focuses on retained abilities, coping strategies, interests and progress, rather than defining individuals solely by impairment. This includes recognising emotional resilience, learned strategies, social skills and areas of independence, even where support needs remain high.
Commissioner and inspector expectations
Two expectations are consistently applied in ABI services:
Expectation 1: Balanced planning. Inspectors expect strengths to be recorded alongside risks, not as an alternative to them.
Expectation 2: Outcome-led support. Commissioners expect strengths-based approaches to be linked to clear, measurable outcomes rather than generic statements.
Operational example 1: Reframing support plans
An ABI provider redesigned support plans to include a dedicated strengths section, highlighting abilities and progress alongside risks. This helped staff focus on what individuals could do safely, improving engagement and motivation.
Strengths-based approaches and risk management
In ABI services, strengths-based practice supports proportionate risk enablement. Recognising capability allows providers to avoid unnecessary restriction while maintaining safeguards.
Operational example 2: Graduated independence planning
A service introduced graduated independence plans based on strengths reviews. Individuals were supported to take on new activities incrementally, with clear review points and contingency planning.
Embedding strengths-based thinking in staff teams
Strengths-based support must be reinforced through supervision and reflective practice. Without this, teams can revert to risk-averse, deficit-led approaches under pressure.
Operational example 3: Reflective supervision models
A provider embedded strengths-based reflection into supervision sessions, encouraging staff to identify progress and capability alongside challenges. This improved consistency and morale.
Evidencing strengths-based practice
Providers should be able to evidence strengths-based support through:
- Strengths clearly recorded in support plans
- Outcome progression tracked over time
- Balanced risk decision-making records
Strengths-based support as quality practice
In ABI services, strengths-based support underpins recovery, dignity and long-term outcomes. Providers that embed it demonstrate mature, person-centred practice that meets both commissioner and inspection expectations.
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