Using the Canadian Model of Occupational Performance in occupational therapy practice: A case study enquiry

In 2004 Occupational therapists working in one county, across a range of health and social care settings, adopted the Canadian Model of Occupational Performance (CMOP) (Townsend et al. 1997, 2002). Implementation of this theoretical model was through action research (Boniface et al.2008). Introduction: The focus of this thesis was to build upon this earlier research and explore the clinical practice of occupational therapists in more depth. The study sought to understand potential issues of using a single model and explore how momentum and use of the CMOP was sustained in a constantly changing and evolving health and social care system. The overarching research question was: “How does the Canadian Model of Occupational Performance (CMOP) influence occupational therapy practice?” Method: Case study methodology based on Yin (2009) was used. Three sources of data were examined; namely minutes from steering group meetings that oversaw the implementation of the model, artefacts created by the steering group, for example, training packages and manuals and interview participants. Each unit was examined separately using thematic analysis and then themes and patterns across the dataset were identified to understand inter-relationships and contextual factors which influence use of the model in practice. Results: Four converged themes were identified which directly related to the research questions and propositions, ‘This is what we do it here’, ‘Can we talk?’, ‘Setting out my stall’ and ‘Documentation is a battleground’. Examination of the data revealed that use of the CMOP was a complex multifaceted social process where ongoing socialisation was required to create and maintain a shared identity. The inter-relationship between the steering group, artefacts and individual practitioners was evident and testimony that use of a model was a dynamic process which required commitment and leadership. Professional growth, in particular within generic teams, required occupational therapists to articulate their worth and adapt. The CMOP was an integral part of the creation of a professional identity for occupational therapists in this study. Understanding relationships with external stakeholders were equally relevant when exploring the social world of occupational therapy practice. This study identified that use of a single model; the CMOP actively encouraged practice development in this county and was a dynamic and multifaceted social process. The findings contribute theory building in occupational therapy practice