They also predicted that if they failed to employ a collaborative approach and involve clients in the treatment decision-making process, that clients would be non-adherent and/or disengage.
Involving clients in decision-making processes (and in making actual decisions) was seen as important to clinicians for several reasons.
The experiences of the clients highlighted gaps in the decision-making process, and clients offered ways in which to improve such processes.
Given that clients reported a direct relationship between involvement and outcomes such as engagement, adherence and satisfaction with services, the importance of at least offering clients involvement in the decision-making process was highlighted.
At the curved section of the boomerang, the study pointed to the most desired behaviors that professional investors and advisers could get their clients to embrace: an effective decision-making process, a realistic self-assessment, a tolerance for pain and goal ranking.
However, the clients retained control over the decision-making process.
To ensure that measurements of client experiences are embedded in the decision-making process of the organisation, client councils have the right to consent regarding the selection of an approved contractor to perform the CQI survey.
Despite this variation in how clients were actually involved in the decision-making process, clinicians felt that using a collaborative approach with clients was important.
Suggestions for how to improve the decision-making process from clients varied and were influenced by the experiences that each client had.
Any involvement from parents or other caregivers such as case workers was very limited, and at times that lack of support made decision making difficult: client 08 described feeling alone in the decision-making process because she was "making (my) own decisions bringing (myself) up".
Multiple factors influence the decision-making process of clients facing this decision [ 2, 5].
