The parent-professional relationship
Hodson suggests that carers and professionals need to be in agreement.
Guidance tentatively uses the term “parent-professional partnerships” and my research certainly indicates that a convergence of parent-professional perceptions creates organisational strength, contributing to a positive outcome.
Divergence can result in a parent depending on the professional to guide, regulate and evaluate actions and behaviour - or the outcome is a developmental impasse, with the parent having an incomplete understanding of self.
I agree wholeheartedly with Hodson’s sentiment that professionals should “never assume people don’t have the ability to change.” Humans have an inherent instinct to seek out learning and to improve their world; progress in society starts with the foresight of the individual.
But vulnerability can lead to fear, caution and reliance on a familiar lifestyle, even if it’s detrimental physically, intellectually and emotionally, as well as gravitation towards like-minded peers.
These circumstances can create a microsystem that doesn’t recognise change as being integral to fulfilment, and actively rejects moving away from the status quo.