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Supporting Employees with Early Onset Dementias & other cognitive deficits Dr Miriam Prins Consultant Clinical Neuropsychologist Head of Older Adults Psychology.

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Presentation on theme: "Supporting Employees with Early Onset Dementias & other cognitive deficits Dr Miriam Prins Consultant Clinical Neuropsychologist Head of Older Adults Psychology."— Presentation transcript:

1 Supporting Employees with Early Onset Dementias & other cognitive deficits Dr Miriam Prins Consultant Clinical Neuropsychologist Head of Older Adults Psychology Somerset Partnership NHS Foundation Trust © in entire presentation M Prins 2015

2 Early onset dementias  Vascular dementia  Alzheimer’s disease  Posterior cortical atrophy  Frontotemporal dementia  Neurodegenerative disorders

3 Vascular dementia Risk factors  High blood pressure  Diabetes  High cholesterol  TIA’s and stroke  MI, cardiovascular surgery (any surgery)  CADASIL

4 CADASIL  Rare autosomal dominant familial disorder  Presents with migraine  Recurrent small subcortical infarcts in patients generally free of vascular risk factors  TIA’s and occasionally affective disorders  Typically presents in 40’s

5 Alzheimer’s disease  Remember that early memory problems may arise for a number of reasons, a number of them treatable, and mild cognitive impairment (MCI) may or may not progress to a dementia

6 Alzheimer’s disease Usual presentation  Early deficits primarily in episodic memory  Insidious onset and gradual progression  Typical deficits are in memory, attention and visuospatial perception  Early onset likely to decline more quickly and more problem with naming and word comprehension  Loss of confidence or skills

7 Posterior cortical atrophy  Presents with visuospatial perception problems:  - Misjudging where things are in space  - Difficulty identifying objects in poor light  - Over/under stepping or bumping into things Memory and verbal fluency relatively well preserved Memory and verbal fluency relatively well preserved  100% AD pathology

8 MCI  Subjective memory loss, and objective evidence of memory impairment  Non-memory abilities and ADLs preserved  NOT a diagnosis but state of clinical uncertainty!

9 Frontotemporal Dementias  Behavioural Variant FTD  Progressive Non-fluent Aphasia  Semantic Dementia

10 Frontotemporal dementia Behavioural variant  Second most common early onset after AD, usual onset in 50’s, 7.1% AD pathology  Most predictive early symptoms: personality change, lack of concern, inappropriate behaviour, change in appetite or food preference  Also: increasing agitation, apathy, disinhibition, reduced insight, concrete thinking, poor grooming

11 Behavioural Variant FTD  Memory loss initially usually mild, recall variable, recognition good, visuospatial perception NORMAL  Later Dysexecutive syndrome: problems initiating, planning, sequencing, decision making, abstract reasoning, prospective memory

12 Progressive non-fluent aphasia FTD  Gradually progressive dysphasia with other cognitive domains reasonably well preserved  Semantic knowledge usually preserved  Maintain independent living without social or behavioural problems  44% AD pathology

13 Semantic dementia  Speech normal but empty of substance  Loss of word meaning and comprehension  Impaired naming  Can read and write regular words but surface dyslexia and dysgraphia for irregular words  Single word repetition preserved  Calculation preserved  Reversed temporal gradient in semantic memory  Episodic memory relatively well preserved and orientation good  Executive function normal early on  Behavioural problems develop later (but may have loss of empathy earlier)  10% AD pathology

14 Assessing employees for cognitive problems  Observe:  - Behaviour of employee with others  - Employee’s interaction with you  - Gait and Posture  - Arm swing  - Positioning  - Spontaneous conversation

15 Listen to the story  Start with the employee’s subjective experience  Context of life experiences, intellectual achievement, employment history  Listen for depth and flow of narrative and quality of the language  Take them out of comfort zone!  With employee’s consent, obtain collateral history  Possible hidden agenda and secondary gain

16  Keep open mind about what you are told  Story may be disguised or obscured  Alcohol abuse may be hidden  Probe for unreported sleep problems, Sleep Aponea, REM sleep disturbance  Check drug history (legal and otherwise)  Vascular risk factors  Head injuries, contact sports, seizures  Depression and other psychiatric conditions

17 Questions to ask:  What was the first thing you noticed?  How are things different from two months ago?  Who is more concerned, employee or someone else?  Does employee turn to someone else for answers?  Who is complaining about the problem, employee or someone else?  Does the employee drive? Would you be happy to ride with him/her?  Does the employee participate in a conversation and forget it occurred?  Does employee ask same question several times?

18 Rehabilitation techniques  Expanded rehearsal (spaced retrieval)  Prompting and cueing  Visual imagery  Mnemonics  Use of existing knowledge to help anchor and retrieve new information  Action based learning better than verbal  External Memory aids - Systematic use of a notebook - Systematic use of a notebook - Digital timer, digital watch or smart phone - Digital timer, digital watch or smart phone - White board - White board

19 Referral for assessment:  Obtain the employee’s written consent to refer to their GP  In the referral, explain reason for referral, your concerns, your observations and the story you have obtained.  Reassure the employee that you are there to support him/her – he is likely to be frightened about his job, what may be found and the future  Reassure the employee that you will work with him/her to help him continue working for as long as appropriate

20 When to call it a day  Often it is the employee who will ask to take early retirement because declining cognitive function will increase anxiety and lead to a loss of confidence  Sometimes it will be necessary to work with employee to reduce complexity of task or modify responsibility as ability declines  Assess risk in the context of the job employee is doing and repeat risk assessment as necessary. This may inform the process of when employee should no longer work.

21 The End


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