Deloitte's 2011 Global Shared Services Survey Results
Deloitte's 2011 Global Shared Services Survey Results
Shared services leaders are realizing that while cost reduction is a tried and true benefit of shared services, other benefits are just as much or more valuable, such as controls, data visibility, and creating a platform for growth. Organizations are also realizing that to fully leverage the value of a shared services initiative, the power of the organization‘s culture cannot be underestimated or ignored. A focus on change management elements, such as communication, training, and executive alignment are critical.
These overarching themes are clearly reflected in the results of Deloitte‘s 2011 Global Shared Services Survey. With more than 270 responses representing over 700 shared services centers from around the world, Deloitte's 2011 Global Shared Services Survey marks the sixth in a continuing series of research studies about shared services organizations (SSOs).
Other notable findings of the 2011 survey include:
Geography: Shared services is increasing its reach into the ―middle market,‖ driven by the same needs as those of larger companies and is now viewed as a demonstrated platform for improving delivery and reducing costs
Organization: As more organizations pursue global centers, an increasing number of governance elements must be put in place — particularly around regional and global process owners — to drive and maintain standardization
Scope: As the more established transactional services in Finance, HR, IT, and Procurement have matured and built credibility, shared services centers continue to expand into new functions, such as Real Estate, Sales & Marketing, and Legal
Operations: For companies which make shared services an ―opt in‖ strategy, cost reduction is table stakes, and quality of services is the most important selling point for long term satisfaction
Insights from Deloitte’s 2011 Global Shared Services Survey
Thirty-odd years ago, shared services was an unproven, radical new idea.
Today, it‘s a mainstream business strategy that has repe atedly demonstrated its value – if a company gets it ―right.‖ The question before many leaders today is not if they want to pursue shared services, but how.
Shared services: From “if” to “how”
That‘s the focus of Deloitte‘s new article, ―Shared services: F rom ‘if’to ?how’: Insights from Deloitte‘s 2011 global shared services survey.‖ Based on the results of Deloitte‘s 2011 global shared services survey, which gathered the views of 270 shared services executives worldwide, the article discusses several key themes that emerged among respondents:
Managing culture and change is even harder than most people think
Managing change among both customers and shared services personnel while keeping the magnitude and speed of change to an appropriate level is crucial to the success of a shared services organization (SSO).
The sequence of change can affect the effectiveness of change
Leaders should look for opportunities to sequence the necessary people, process, and technology changes so that they reinforce each other in pursuing the desired outcomes.
Governance mechanisms should complement organizational structure
An SSO‘s organizational structure and governance mechanisms should be designed to work hand in hand right from the outset.
Global deployment models are on the rise
Mapping out each SSC‘s long-term labor needs, conducting detailed due diligence on location, and being open to revising the operating model based on new information are important in effective site selection.
Tax adds more value early
Involving the tax team from the very beginning while setting up a shared services organization can improve a company‘s ability to plan and execute related tax initiatives.
Shared services offers multiple internal control improvement opportunities
Companies can leverage shared services to improve the internal control environment by examining controls during process redesign; using the consolidated, enterprise-wide data housed in shared services to conduct risk analytics; and building risk awareness into shared services staff responsibilities.
Managing shared services talent is an art unto itself
An effective shared services talent strategy should take a comprehensive view of the talent requirements needed to support the delivery of the SSO‘s services.
Download the full article, below, to learn more.
As used in this document, ―Deloitte‖ means Deloitte LLP and its subsidiaries. Please see https://www.wendangku.net/doc/9c17322805.html,/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
Last updated Mon, 28 Nov 2011 7:50 PM
More Companies Adding Shared Services Centers to Deliver Bottom Line Value
Shared services helping companies identify growth opportunities, improve organizational processes
NEW YORK, April 20, 2011— More organizations are delivering incremental value to their bottom line through strategic and effective implementation of shared services initiatives, according to the results of Deloitte’s sixth biennial Global Sh ared Services Survey.
The global survey of 270 executives shows an 11 percent increase in the number of Shared Services Centers (SCCs) per company since 2009, with companies reporting benefits that go beyond cost
reduction, such as improved controls and processes, increased data visibility and new opportunities for growth.
―Most organizations are being very thoughtful about how to sequence their shared services
implementation and/or expansion, carefully weighing the pros and cons of how to time the changes,‖ said Susan Hogan, principal, Deloitte Consulting LLP and service delivery transformation practice leader. ―To fully leverage the value of shared services initiatives, companies need to align their approach with the broader b usiness strategy, and the power of the organization‘s culture cannot be underestimated or ignored. Heavy focus on change management elements such as communication, training, and executive alignment are critical."
Additional key findings revealed in Deloitte’s 2011 Global Shared Services Survey include:
?The U.S. has the most well-established shared services market with more than 44 percent of the centers which are over 10 years old, according to survey respondents. However, four out of five centers less than three years old are being set up outside of the U.S.
?Labor factors continue to drive location selection for SSCs — quality, availability, and language skills — while cost stays top of mind and sustainability considerations become a factor.
?Middle market companies are implementing shared services more frequently, driven by the same needs as those of larger companies, and now viewed as a demonstrated platform for improving delivery and reducing costs.
?Cost reduction is considered table stakes and quality of services is the most important selling point for long term satisfaction by companies that ―opt-i n‖ to share services.
?SSCs are expanding into new functions such as real estate, sales & marketing and legal following the success and credibility demonstrated among established transactional services such as finance, HT, IT and procurement.
About the Survey
Since 1999, Deloitte has conducted biennial research to provide insight to organizations regardless of where they are in their Shared Services journey. The survey identifies emerging trends in Shared
Services by comparing and contrasting responses from past Deloitte Global Shared Services surveys completed in 1999, 2003, 2005, 2007and 2009 and shares concepts and insights from multiple
geographies, industries, and revenue bases. The goal of the survey is to provide the latest thinking to
help organizations that are beginning their Shared Services journey learn from others and infuse fresh ideas into more mature Shared Services operations. This year‘s survey includes input from 270 participants from around the globe and provides data for 718 Shared Services Centers globally. Survey participants represented companies from all sectors with annual revenues ranging from less than $1B to more than $15B. For more detail, please read the Executive Summary:
https://www.wendangku.net/doc/9c17322805.html,/us/2011globalsharedservicessurvey.
For additional Deloitte perspective on shared services, please visit us at
https://www.wendangku.net/doc/9c17322805.html,/us/servicedeliverytransformation.
Shared services
Shared services for optimal results
Nowadays more and more companies are adopting shared services as a leading practice. Shared services continues to grow as a practice used by world-class companies to reduce costs, streamline processes and improve controls. Yet issues such as Sarbanes-Oxley legislation, heightened merger and acquisition activity and global integration have forced most organizations to re-evaluate their approach to shared services.
Deloitte approach
Shared services, a model that consolidates support operations into a service-oriented organizational unit, can substantially improve back-office efficiencies by eliminating duplication and streamlining processes. Deloitte experts from all over the world have joined forces in a practice solely for shared services.
Deloitte Shared Services Group
Our Shared Services Group, which is made up of more than 500 experienced practitioners worldwide, takes a holistic approach to meeting clients‘ shared services needs. We leverage our multifunctional capabilities to address the full range of issues in clients‘ current or planned shared services o rganization: strategy and/or process; controls; people; location; tax; systems. In particular, the involvement of tax and internal control specialists enhances client value by identifying tax efficiencies and addressing internal controls and governance issues.
Implementing shared services is not a one-time effort
Shared services is about achieving a maximum of efficiency, control and value from back-office operations through optimising and/or consolidating redundant processes, systems and organisations in a service-oriented business unit.
We lead clients through the journey of reconstructing the support operations into a customer-focused organisational unit helping them consider and address the complex interdependent requirements for success.
Our approach typically assists clients with feasibility assessment, design, building and testing, implementation and roll-out, and/or optimisation of their current or planned shared services organisation. For each threat (processes, systems, locations, and organisations), we help our client address the significant issues around strategy, sourcing, operations, technology, people, tax, control, facility and governance.
Your benefits:
Minimised time, cost, and distribution of the transition to shared services due to our experience
Improved cost visibility and metrics of back-office operations due to consolidation
Improved quality of back-office operations due to focus on continuous improvement and
Improved cash-flow from tax-efficient structure and strategies
Shared Services
Getting it together
The shift toward shared services as a means to cut costs and improve quality is well underway. In theory, a shared service organization (SSO) can improve efficiency and control, give business units deeper support, and let more people focus on what they do best. In practice, it takes serious planning, coordination and hard work to realize those benefits.
Deloitte‘s c omprehensive approach to SSO implementation is designed to help organizations extract as much value as possible from shared services initiatives. Whether your company is planning its first shared services structure or working to improve a long-standing operating model, our teams can provide a full range of support tailored to your desired results. Learn more about the offering.
Case Studies
Fast, Furious – and Focused
Unilever sells two major shared services centers in the blink of an eye and refocuses on its core business.
Hot Property
Establishing world-class real estate and facilities management operations at a leading global insurer.
Saving the Pennies That Save Lives
Helping a non-profit organization and its chapters embrace efficiency to do more good.
Featured Insights
Shared services: From ―if‖ to ―how‖: Insights from Deloitte‘s 2011 global shared services survey
Key themes on ―how‖ to establish and improve a shared services organization (SSO), based on the results of Deloitte‘s 2011 global shared services survey results.
Shared Services: Should You Stay or Should You Go?
Explore the Debate.
Getting the Retained Organization Right
The other half of the shared services battle.
Making Shared Advisory Capabilities Work
Sharing internal expertise.
Reports of the Death of Shared Services Offshoring have been Greatly Exaggerated
Learn more.
Shared Services and Financial Systems
Creating value through financial systems–enabled shared services
Meet Our People
Jessica Golden, Principal, Deloitte Consulting LLP
Related Offerings
Capital & Real Estate Transformation
Contact Center Strategy and Processes
Global Expansion Optimization
Outsourcing Advisory Services
Sustainability & Energy
Learn More About the Offering
Apples and oranges. And maybe fruit salad.
When a company implements an SSO, it brings together a wildly diverse collection of systems, processes and functions that were designed for more narrow purposes. They may not mesh naturally into a larger whole. And as old systems are being disrupted or even dismantled, their users may not be quick
to appreciate the big-picture benefits. What began as a streamlining effort can blossom into a complex of procedural and interpersonal challenges.
Making it all work requires effective change management, a culture of cooperation and a fine degree of operational control – driven by a clear vision of the desired improvements. Top-down sponsorship and organization-wide buy-in are equally critical.
How We Can Help
Deloitte‘s comprehensive approach to SSO implementation is designed to help organizations extract as much value as possible from shared services initiatives. Whether your company is planning its first shared services structure or working to improve a long-standing operating model, our teams can provide a full range of support tailored to your desired results. We can help your company as it:
Develops and evaluates an initial shared services strategy or is considering expanding its
Evaluates sites and facilities worldwide in support of efforts to select an SSO location
Designs and implements the SSO‘s information technology (IT) infrastructure and networks
Addresses people and change management issues, including workforce transition, training and
Explores the possible benefits of outsourcing certain processes or services
Establishes effective governance procedures and Service Level Agreements for ongoing shared
Integrates the SSO into its broader Service Delivery Model Organization
Over the past five years, Deloitte has provided services in support of more than 550 SSO projects covering all phases of the shared services journey, from the initial strategy through implementation and optimization. Our network of nearly 3,000 shared services practitioners worldwide gives us the reach to support shared services needs around the globe.
Bottom-line Benefits
An effective SSO can help:
Reduce headcount (typically 15 to 25 percent) through a combination of process improvement
Lower labor cost due to relocation of operations
Improve cash flows through tax-efficient structures and strategies
Improve cost visibility and metrics of back-office operations
Improve internal control efficiency and effectiveness
Eliminate redundancy and work fragmentation
Create a platform for cost efficient growth
Seven Ways to Get More Value Now
At Deloitte, we‘ve helped some of the world‘s leading companies in their efforts to deploy shared services. Here are some key lessons that we‘ve learned along the way.
Start at the top.Be sure you have clear and visible support from your company‘s top executives. Without that strong direction, business units won‘t work together, and some individuals will sit on the sidelines waiting for it to all go away.
Choose a strong leader. Deploying shared services is not for the faint of heart. In addition to significant operational challenges, you can expect a lot of resistance. It takes a strong leader to keep a shared services project on track. Choose someone who‘s willing to push.
Share the responsibility. A shared services initiative is a team effort that requires full participation from the business units, the implementation team and the new shared services function. Hold these groups accountable to foster cooperation.
Over-communicate and over-train. Resistance to change is the single biggest obstacle for any shared services initiative. Help people overcome fear by keeping them informed. Provide top-notch training.
Make the case. Create a rigorous business case for shared services— and keep it up to date. A strong business case establishes the project‘s benefits and helps the team manage risk. It also provides a baseline for measuring progress and success.
Focus on service quality. A good shared services model is efficient, so cost reduction is rarely a problem. When business units worry, it‘s about service quality and responsiveness. To alleviate these concerns, make service delivery the top priority.
Establish clear roles and responsibilities. The process connections between a shared services center and local operations can cause confusion at first, so it‘s imperative to define roles and responsibilities early.
Shared Services in Action
A large pharmaceutical company?s global finance and accounting shared services project consolidated finance functions from more than 50 markets and business units, which helped to drive global savings of $250 million.
By consolidating shared services operations, including Finance, Human Resources, IT, and supply chain processes, a consumer packaged goods company expects to realize approximately $6 million in cost savings, with more than half of the benefit realized in the first year.
Insights from Deloitte’s 2009 Global Shared Services Survey
Shared services shines in challenging times
Deloitte‘s 2009 Global Shared Services Survey paints a picture of a robust shared services community for which the recession represents a growth opportunity rather than a setback. Representing 702
individual shared services centres, 265 leaders from around the globe responded to the survey in
December 2008 and January 2009.
Several key themes emerged in the respondents‘ descriptions of their continuing pursuit of enhanced strategic value:
?Shared services organisations (SSOs) are extending their contribution to the business by, for example, delivering advisory services traditionally deemed too close to the business to share, and
supporting International Financial Reporting Standards (IFRS)-based reporting.
?Tax, location and governance remain ubiquitous areas of concern that require close attention to align with the larger organisation‘s overarching objectives.
?The shared services model has matured to the point where most organisations have a solid grasp of the basic principles of achieving cost and service quality effectiveness in their SSOs.
With more executives coming to appreciate shared services‘ potential contribution to strategic goals, the task for shared services leaders now is to consolidate past gains and plan future initiatives in a way that not only helps organisations weather the downturn, but sets the stage for creating long-term strategic value. Learn more in the white paper attached below.
For further information download our full publication 'Insights f rom Deloitte‘s 2009 Global Shared
Services Survey'. (PDF)
Deloitte’s 2009 Global Shared Services Survey
Shared service centre use and scope expand as organisations seek cost reductions
The results of Deloitte’s 2009 Global Shared Services Survey Results have been released.
Conducted against a background of world economic downturn, the survey shows that
organisations are cutting costs by increasing their use of shared service centres (SSCs) and also broadening the scope of the processes which are consigned to these centres.
About the survey
The goal of Deloitte‘s Global Shared Services Survey is to provide insight and to identify the applications of the concept of Shared Services and to identify emerging trends by comparing results from past
Deloitte Global Shared Services Surveys completed in 1999, 2003, 2005 and 2007. Covering multiple geographies, industries and revenue bases, the survey allows organisations busy with shared services to learn from others, and encourage innovation.
This year Deloitte‘s Gl obal Shared Services survey attracted 265 participating organisations, more than double the response rate in 2007. All major industry groups were represented, resulting in greater diversity. As in previous surveys, manufacturing was the top industry represented. The largest increases in participation over 2007 were in financial services, transportation and the public sector.
Respondents came from all regions of the world, with a significant increase in the number of Shared Service Centres (SSCs) represented in Mexico, Central America and South America. Participating organisations varied widely in size, with revenue ranging from less than $1 billion to over $100 billion. Participating organisations provided data for 702 SSCs in total. The average number per organisation was 2.6, unchanged from 2007. The size of SSCs varied greatly, from less than 100 people to more than 1,000. Sixty-three percent of respondents have been operating SSCs for more than three years.
Key findings
Geography - Companies are performing the activity and global footprint of their Shared Services operations at an unprecedented pace. The percentage of organisations planning on relocating of a SSC in the near term is over twice that of 2007. Keeping an eye on operating costs and as much as possible driving them down is the top reason that organisations are relocating. Labour factors continue to be the most critical criteria in location selection. As the number and complexity of processes move up the value chain, the skills required to maintain the Shared Services operations at a steady level are altering. It will have an impact on the types of locations that will be most successful in the future.
Organisation - Maintaining high customer satisfaction levels became the number one people challenge in 2008, with 71% of respondents ranking it as ―extremely‖ or ―very‖ important. The most effective mechanisms to connect SSCs to customers are continuous improvement objectives (67%), regular local site visits (63%), joint leadership meetings (62%) and formal issue resolution processes (62%). SSCs are emerging as sources of talent: over 50% of respondents indicated that they move people ―into the business‖ from Shared Services. Due to the economic downturn, organisations are finding it easier to recruit and maintain staff. However, SSC leaders need to focus on the long-term war for talent and prepare for the inevitable pick-up in the job market. Also, shifting tasks to Shared Services means that another way of working and higher-level skills are required at the organisation itself. This is often overlooked and the benefits expected from shared services are not achieved.
Scope– Organisation mainly centralize financial processes in SCC but other departments such as IT, Purchase and HR are increasing in importance. The survey shows a large increase in the number of participants that have offshored some of their Shared Services processes. Finance processes are the most common, followed by IT, HR and procurement. The urgent need for cost reduction is driving
or ganisations to outsource processes that were originally ―off-limits‖. Top outsourced financial processes are payroll (15%), accounts payable (9%) and travel & expense (8%). The largest shift from 2007 is an increase in cash management. The majority of participants are still expanding the scope of their Shared Services Centres, in the field of transactional processes. 21% is thinking about offering more processes
with added value from a SSC. The answer is not univocal. The big question that organisations are asking: multi-functional shared services or not? The advantages depend on many factors including scale, geographic reach, strategic objectives, cost synergies and change imperative – one approach does not fit all.
Added value - The top priorities are the control and reduction of operational costs (72%). Moreover, customer satisfaction as a priority has risen since 2007. During the first 12 months following the launch of a SSC, 53% of the organisations achieved headcount savings of more than 10%. Average headcount reduction during the first year is 12%. Over 90% of participants achieved consistent annual productivity improvements from their SSCs, with more than 70% reporting at least 5% per year. Average annual improvement is 8%. According to 79% of organisations the costs of Sarbanes-Oxley compliance could be reduced via the Shared service centres, mainly via a standardisation of the processes and a reduction of the number of sites where bookkeeping is done. Furthermore, 85% believe their SSCs can drastically reduce the IFRS implementation and the legal financial reporting.
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孤独症儿童的心理干预 孤独症也称自闭症，属于广泛性身心发展障碍，临床表现以语言障碍、人际交往障碍、兴趣和活动内容局限刻板为特征[1]，多数始于婴幼儿期，通常在30 个月以前就出现发育异常和受损，男孩发病显著高于女孩。孤独症儿童并不从现实退缩，而是由于普遍和严重的发育障碍，使患儿缺乏进入现实世界的能力[2]。心理因素在孤独症儿童康复训练中起着基础性和决定性作用。只有充分重视孤独症儿童的心理因素才更有利于研究孤独症成因、诊断、发展和干预的机理及方法，但长期以来，人们对孤独症儿童的诊断和康复工作一直存在着重“生理”轻“心理”现象，一方面是因为孤独症儿童的严重交流和认知障碍，很难对其开展研究和干预工作[3]；另一方面，是因为对于孤独症儿童的心理问题缺乏专业研究人员关注和参与此项工作，导致对孤独症儿童的心理干预存在“易忽视性”和“难操作性”的现实，使孤独症儿童心理问题的研究进展很慢、成果很少，使诊断、康复训练效果大打折扣。因此，如何打破现在孤独症康复领域普遍存在的重“身”轻“心”现状，应该引起广大孤独症康复研究者和实践者的高度重视。 1.孤独症儿童心理干预概念 心理干预是指利用心理学原理和方法对孤独症儿童的心理、行为和社会 功能进行发展性康复促进的方法和手段。包括认知干预、情绪干预和行为干预，心理干预贯穿孤独症康复训练的整个过程。 2. 孤独症儿童心理干预理论 通过对孤独症心理理论研究的分析，结合孤独症的心理特点，应用心理 理论的原理设计治疗方案，对孤独症患者进行康复矫治，给孤独症的心理干 预带来希望。 3. 孤独症儿童心理干预原则 3.1 阶段性重点干预原则孤独症儿童的每一个发展阶段都有不同的特点，心理干预要把握儿童发展的关键阶段进行相应的干预措施。 3.2 身心结合干预原则生理与心理的发展不平衡是孤独症儿童的生长 特点之一，在心理干预的同时要发展儿童的身体素质，在干预训练过程中既
PEP-3孤独症儿童心理教育量表评估报告
儿童姓名：出生日期：实际年龄：发展年龄： 教育训练纲要： ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------- 受试者合作程度：评估员：评估日期：
儿童姓名：评估日期：评估员：_____________ 家庭养育环境及家长期望: _______________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ PEP心理教育量表—测试项目 测试员发展评分：第一页
孤独症儿童发展评估——评估表36511
《孤独症儿童发展评估表》 （试行） - 学年 姓名： 性别： 出生日期：年月日 康复机构： 中国残疾人联合会康复部制 河北省自闭症儿童康复救助中心
填写说明 1.《孤独症儿童发展评估表（试行）》应按照使用手册的要求，每学年评估三次，每次评估结束，须填写《孤独症儿童发展评估记录表》。（康复训练时间达一学年以上的孤独症儿童，可将上一学年最后一次评估结果，作为下学年第一次评估结果使用。） 2. 《孤独症儿童康复训练效果评估表》每学年填写两次，第一次在第一学期结束进行评估，第二次在学年结束进行评估。 3. 本评估表由康复机构根据儿童康复训练状况及评估结果据实填写，作为孤独症儿童康复档案留存，以备检查。
目录1.孤独症儿童发展评估表 1.1孤独症儿童感知觉评估表 1.2孤独症儿童粗大动作评估表 1.3孤独症儿童精细动作评估表 1.4孤独症儿童语言与沟通评估表 1.5孤独症儿童认知评估表 1.6孤独症儿童社会交往评估表 1.7孤独症儿童生活自理评估表 1.8孤独症儿童情绪与行为评估表 2.孤独症儿童发展评估记录表 2.1第一次评估 2.1.1孤独症儿童发展情况剖面图 2.1.2孤独症儿童情绪行为表现图 2.1.3孤独症儿童评估结果分析表 2.2第二次评估 2.2.1孤独症儿童发展情况剖面图 2.2.2孤独症儿童情绪行为表现图 2.2.3孤独症儿童评估结果分析表 2.3第三次评估 2.3.1孤独症儿童发展情况剖面图 2.3.2孤独症儿童情绪行为表现图 2.3.3孤独症儿童评估结果分析表
3.孤独症儿童康复训练效果评估表 3.1孤独症儿童感知觉训练效果评估表 3.2孤独症儿童粗大动作训练效果评估表 3.3孤独症儿童精细动作训练效果评估表 3.4孤独症儿童语言与沟通训练效果评估表 3.5孤独症儿童认知训练效果评估表 3.6孤独症儿童社会交往训练效果评估表 3.7孤独症儿童生活自理训练效果评估表 3.8孤独症儿童情绪与行为训练效果评估表 4.孤独症儿童康复训练效果折线图 一、孤独症儿童感知觉评估表
孤独症儿童的认知心理的特点精品
【关键字】化学、活动、设计、方案、意见、情况、道路、方法、环节、条件、进展、空间、质量、模式、增长、计划、认识、问题、系统、有效、继续、平衡、合理、良好、健康、持续、配合、沟通、执行、保持、统一、发展、建设、建立、制定、提出、掌握、研究、规律、特点、突出、安全、稳定、情绪、思想、根本、要素、基础、需要、氛围、环境、资源、负担、能力、需求、方式、作用、结构、水平、主体、任务、反映、速度、关系、增进、分析、营造 孤独症儿童的认知心理的特点 孤独症儿童的认知心理与正常儿童有着很大的不同主体现在以下几个方面。 (1)在认知方式上,孤独症儿童认知能力差,大多数孤独症儿童是场独立型的，对外部事物的认知是有限的、被动的，外部世界在他们看来与自己毫无关系,他们所感知的事物有限。他们认知的方式表面上看与正常儿童没有区别，都是通过人的感知觉器官来认知的，但是许多东西在他们看来没有什么意义,尽管事实上不是这样,因此他们所认知到的事物不是事物原来所应具备的一些属性,而是他们自身赋予事物的。例如积木，他们不能用来搭建一些模拟建筑，而是把它们当成陪自己解闷的一些东西。他们对玩具的玩法并不是原来玩具的玩法。 (2)在认知兴趣上,细心的家长和老师不难观察到，孩子的兴趣是对物体的某些特性感兴趣，反复触摸某些“光滑”物体的表面，如光亮的家具、雪白的墙壁、光滑的书刊封面、质地滑软的衣料、柔软的皮毛制品等，甚至产生依恋，但是对亲人却不产生依恋。由于缺乏变化与想象力，患儿常常坚持重复刻板的游戏模式，重复一些身体工作，重复相同的生活，如反复给玩具排队，总要玩弄自己的脚趾，穿衣顺序相同，坚持某些物件的摆置形式，不能变动。一旦有所变化，他们会极为沮丧，别人变动，患儿便大吵大闹。对自己房间的任何变化也都会表示反对和不安，如家具的移位、装饰品的变化等。他们不肯改变其原来形成的习惯和行为方式，难以适应新环境，多数患儿同时还表现无目的活动，活动过度，单调重复地蹦跳、拍手、挥手、奔跑旋转，也有的甚至出现自伤自残，如反复挖鼻孔、抠嘴、咬唇、吸吮等动作。 (3)在认知水平上, 70％左右的孤独症儿童智力水平低于同龄儿童，但这些儿童可能在某些方面具有较强能力；20％智力在正常范围；约10％智力超常；多数患儿记忆力较好，尤其是在机械记忆方面。大多少孤独症儿童的认知能力发展严重不足，无法对周围事物进行合理的分析、综合、归纳、整理，对人与人之间的关系更是极度缺乏，许多儿童对人际交往、沟通中的最基本的语言都无法理解。患孤独症的孩子有时会聋，对声音没反应。正常孩子会被声音例如狗叫惊吓，而孤独症小孩会无动于衷。他们对疼痛、冷热也不太敏感，不爱交朋友，宁肯独自一人，很少会接触别人的眼睛。对语言的理解表达能力低下，无法理解稍微复杂一点的句子，不会用手势表示“再见”。不会理解和运用面部表情、动作、姿态及音调等。缺乏想象力和社会性模拟，不能像正常儿童一样去用玩具“做饭”、“开火车”、“造房子”。有的患儿语言刻板，
孤独症儿童认知心理
孤独症儿童认知心理 摘要：孤独症儿童的认知心理是当前孤独症理论研究的一个重要方向，其研究成果对儿童孤独症的预防与治疗都有重要的指导作用。本文是以江西省赣州是慧聪儿童康复中心为研究载体，介绍了当前儿童孤独症认知理论研究现状，着重分析了孤独症儿童的认知心理的特点，以及认知心理干预法。最后结合自身有限的经验以及当前的相关理论分析了孤独症儿童认知心理理论应用中应注意和强调的方面。关键词：孤独症；认知心理；心理干预Absrtact:Cognition psychology to autism children is an inportant direction of the theroretical research of autism;There are important guidance funcitions to the prevention and treating the children’s autism in its research results.This test depend on Huicong Children Recover in the Training Centre Of Ganzhou Jiangxi Province ,its introduce present of cognitive theoretical research current of sitiation,analyze the characteristic of cogniton psychology to autism children and the way of psychology intervention of cognition.On finally,combine my experience and relevant theory,analyze the theory should pay attention and emphasize inusing. Key Word: Autism;Cognition Psychology;Psychology Intervention 引言：孤独症（Autism，也称自闭症），是一类以严重孤独，缺乏情感反应，语言发育障碍，刻板重复动作和对环境奇特的反应为特征的精神疾病。最初称为婴儿孤独症，现今又统称孤独症孤独性障碍，由美国精神病学家Kanner首先报道。目前国外在孤独症认知方面的研究主要集中在“心理理论”假说上，它被认为是了解孤独症的一个很好的心理学途径。国内对孤独症儿童的研究已不再局限于儿童精神医学领域，教育干预、行为训练等成为孤独症患儿康复的主流，孤独症儿童的认知心理研究对于孤独症儿童的康复与训练有着不可替代的指导作用。这也使得儿童孤独症的认知理论成为当前儿童孤独症研究的一个热点。一、当前孤独症儿童的认知心理理论现状 1.国外相关研究：孤独症儿童的认知心理理论研究在国外已研究得比较深入，已有三大比较成熟的理论解释孤独症：心理理论缺陷、执行功能障碍和弱中枢性统合理论，这些理论能够对心理疾病统计手册（DSM-IV）规定的诊断孤独症的几种行为特征作出较好的解释。（1）心理理论缺陷理论（theory of mind,TOM），不同学者将其译为心理理论、心灵理论或心的理论等。TOM能力是个体对自己和他人心理状态（如需要、信念、 意图、感觉等）的认识，并由此对相应行为作出因果性解释和预测的能力，因此被认为是社会认知和人际交往的基础，对人类个体的正常生活交往起着十分重要的作用。孤独症的核心障碍就是沟通障碍，TOM能力的缺失可以解释孤独 症患者在社会交往、人际沟通中的种种表现，如被动交往、不会撒慌、固执、移情能力差等。因此心理理论假说被认为是了解孤独症的一个很好的心理学途径。（2）执行功能障碍理论（executive function）。执行功能是个体进行问题解决时所必备的一组神经心理技能，涉及很多目的的指向性行为适应过程（如计划、抑制控制、注意、工作记忆），因此是一种复杂的认知建构。执行功能障碍假说可以较好的解释孤独症儿童的刻板行为。如反复的开关门、抽屉，重复的做某一个动作，或迷恋一些简单无意义的操作性行为。（3）中枢性统合不足理论（central coherence）。也称中心一致性理论。一些学者认为
儿童自闭症的研究现状与展望概要
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由于自闭症儿童的症状多表现为社会交流障碍,因此诸多早期研究聚焦于社会认知来寻找自闭症的病因[4],但是近些年来人们开始从医学,生物学等角度开始研究,并取得一定的进展。2.1生物学因素 2.1.1神经生物学因素 研究者通过MRI,ERP和HC(超声的技术检验发现2到4岁的自闭症儿童的自闭症患儿多个脑区灰白质局限性异常肥厚(比正常肥大20%,额叶肥大最重,从额到枕肥大度渐小,枕叶与正常人无差别.[5]Courchesne等人通过研究推测自闭症儿童脑区的过度增长可能与脑神经元数目过多有关,而过多的神经元可能会阻碍各个脑区之间的相互作用。各个脑区之间的所构成的网络是人进行交流和沟通的功能基础,自闭症儿童的早期临床表现可能与此相关。[6] 1.1.2遗传因素 自从Folstein等(1991认为自闭症的单卵双生子同病率为82 %, 双卵双生子同病率为10 %[7],一些学者也随之做了相似的研究都得出相似的结果,因此自闭症可能有一定的家庭遗传因素。 2.2营养因素 近些年来,人们开始从其他领域研究自闭症的成因,JG Bell 等[8]报道15 名自闭症儿童及青少年患者较15 名无孤独症的智力发育迟滞同龄患者血浆不饱和脂肪酸明显降低。同时有临床研究表明自闭症患者存在基因水平的PUFA代谢困难。[9]而PUFA的代谢障碍可以影响到人类的正常精神活动。但是人们对于是营养因素导致的自闭症还是营养因素的问题是自闭症的伴随现象目前还尚无定论。 2.3心理理论 心理理论是指个体凭借一定的知识系统对自己和他人的心理状态(如意图、愿望、信念、动机和情绪等进行推测,并据此对他人行为做出因果性预测和解释的能
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PEP心理教育量表--评估报告 儿童姓名：出生日期：实际年龄：发展年龄： 教育训练纲要： ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------- 受试者合作程度：评估员：评估日期：
PEP心理教育量表--评估总结 儿童姓名：评估日期：评估员：_____________ 家庭养育环境及家长期望: _______________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________
(完整版)孤独症儿童的教育
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自闭症儿童家庭心理干预
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何治疗和训练自闭症儿童，却忽视了自闭症问题的社会性，很少考虑针对家长的心理及教养过程中所遇到的问题提供即时有效援助。 当每个孩子被确诊为儿童孤独症时，家长们除了渴望有一个专业机构可以来给孩子提供帮助、以及家长的养育技能技术获得提升以外，随之而来困扰家长的还有以下问题需要获得即时援助： 1.1.1当孩子被确诊为儿童孤独症时，很多父母都会觉得无法面对。尤其是母亲就会责怪自己怎么生出了这么一个孩子，别人的孩子都健健康康的，为什么自己不能生出正常的孩子。自责、忧虑、哀愁、无法接受是每个自闭症儿童父母最初的表现； 1.1.2当他们知道儿童自闭症是一种终身无法治愈的残疾障碍时，就会产生绝望的情绪，他们考虑的是孩子的未来要怎么办？因为无法治愈也就意味着孩子始终都不能有正常人的思维方式和沟通能力以及生活自理能力,他们仿佛坠入万丈深渊，内心充满恐惧，身心备受煎熬； 1.1.3由于孩子与众不同，周围环境也缺乏宽容和了解，使这些父母处于相对孤立的状态； 1.1.4有一些家长爱面子和出于保护孩子隐私，从而不愿让周围邻居知道； 1.1.5也有的父母在了解自闭症情绪缓和之后虽已积极治疗，但在孩子治疗过程中他们没有达到父母的预期状态，这也会给许多父母造成心理困扰甚至放弃治疗； 以上家长的种种心理压力及行为无形中会为自闭症孩童的康复之路增加很多的困难......所以，对于自闭症儿童家长的心理援助以及教养技巧的培养就显得尤为重要了！ 2.相关介绍
自闭症儿童家长的心态
自闭症儿童家长的心态 对于一个孩子的成长来说，家长所起的作用是非常重要的。家长的期望、要求、教育方法、教育心态都直接影响着孩子的成长。孤独症儿童也不例外，甚至比正常儿童更为重要。因为孤独症儿童本身分辨不清是非，无自己的主动要求和想法，可以说他们的每一个行为都是受家长影响和作用的。因此孤独症儿童家长的教育心态如何就决定了孤独症儿童今后的发展方向。通过调查，我们发现孤独症儿童的家长心态是复杂多样的。针对这些心态，在此做一简单介绍，并就每种心态做出我们的分析和建议，仅供大家参考。 心态一（隐瞒实情） 有些家长当自己孩子被确诊为孤独症之后，首先想到的不是今后应该怎样去对待孩子的发展问题。他们想到的是自己怎样去面对亲朋、同事，熟人，社区里的邻居。“因为这个原因，人们肯定会看不起我们了，也不愿意和我们往来了。”他们这样猜测着，担心着，久而久之，他们的精神紧张，心情压抑，对于家庭外的人隐瞒着自己孩子的实情，生怕别人一旦知晓了就会影响到自己目前的生活。而最受影响的是孩子，孩子在父母刻意隐瞒中失去了外界的空间，与世隔绝（唯一能接触到的是家长，唯一能接触的环境是家庭）。试想，这样下去，即使是一个正常孩子在心理上、精神上、个人发展上也会受到压制的，何况是孤独症儿童？其实，当您的孩子被确诊为孤独症后，做家长的感到受挫是正常的。满心欢喜期盼的孩
子却患上孤独症是让人痛心、意想不到，沉重的打击使人感到困惑迷惘。但是为了孩子，您一定要振作起来，孤独症儿童也并不是不可救药，只要在药物和正确的教育方法配合作用之下症状就会减轻，可以学习、劳动、工作。至于他终究会发展到什么水平，取决于很多因素，其中家长付出努力是很关键的。为了孩子的将来，为了重新塑造一个可爱的孩子，一定要摆正心态，把孩子带出去，无需隐瞒，要给孩子创造更多的机会和空间，只有这样，您的孩子心理上的障碍才会早日减轻。 心态二（过分溺爱） 这种心态的家长，当自己的孩子被确诊为孤独症后，他们心疼孩子，过分替孩子担忧。认为自己的孩子很不幸，今后要保护孩子，不能让孩子再受任何委屈了。于是全盘包办，即使孩子出现异常症状，家长都采取顺从的态度，只想让孩子高兴。殊不知，这样做的后果是害了孩子，可能会促使异常行为表现继续下去，长此以往，只会让孩子症状加重，脾气变坏，行为更不正常。原本用科学训练方法可以矫正的不良行为，也在家长顺从和过分溺爱下被强化了。事实上，当您的孩子被确认为孤独症后，家长为自己可爱的宝宝感到不幸是正常的。然而，孩子终究会长大，会走向社会，会一个人去面对生存问题。家长不能陪伴孩子一辈子。如果真为孩子好，疼爱自己的孩子，那么就要去积极翻阅有关书刊，咨询有关专家，用科学的训练去矫正孩子的异常行为，去化解孩子心理上、行为上的障碍。只有这样，一个孩子才会逐渐趋于正常，他们可以上学，可以劳动，可以与人
孤独症儿童早期训练目标
孤独症儿童早期训练目标 孤独症儿童与正常儿童一样，也有身心发展的过程，同样，也有受教育的权利和需要。特别是学前训练对孤独症儿童发展障碍的矫治更是致关重要，作用尤为显著。这一点得到国内外许多专家及患儿家长的充分认可，为了使孤独症儿童的学前训练更系统化、科学化和更具实效性，参照国内外有关资料及孤独症儿童的发展需要，制定出更具体和更具操作性的目标。 一、增进孤独症儿童运动能力 运动的发展是人类各种活动发展的基础。从出生时的某些本能动作到以后逐步发展为有目的的随意动作，从而使人类获得了参与社会实践的可能。由此可见运动在人的发展中是何等重要。对于儿童来讲，运动与其感知觉、语言、思维的发展联系更是密不可分的。在人的肌肉、关节及中枢神经系统中布满了神经结，当神经受到刺激后，会使身体做出适当的反应，改变肌肉张力产生动作，因此通过运动训练可以促进儿童智力的发展和适应能力的提高，对孤独症儿童进行运动训练还可以起到增进注意力及稳定情绪的作用。 ` 运动领域的内容分为两大类，即大运动和精细动作。 （一）大运动能力。儿童的发展首先是从大运动开始的。对孤独症儿童进行大运动的协调训练有利于保持身体正确姿势，增大肌肉力量和四肢动作协调性，总之是弥补大脑缺损的有效措施。具体目标如下： 1、全身运动：要求儿童能独立完成的基本动作有：抬头、坐，站、走、跑、跳、蹲、钻，爬、自行转动身体。有些孤独症儿童的惰性和自我保护意识较强，加之不听指令，在开始训练时往往不配合。这就需要老师要有耐心，和充分示范，开始帮助完成，反复练习直到熟练能独立完成，就应加大力度和强度训练。 2、平衡能力。也称技巧性动作。要求儿童能双脚交替上下楼梯，会独立翻身、滚动、能拉着一只手走平衡木和在宽20厘米的两条平行线中行走。因孤独症儿童的动作能力较差，加之有自我保护意识强的心理作用，开始训练时会表现出哭闹成拒绝性行为，这时需要老师多给一些帮助，还要创造出和谐愉快的气氛，使他们尽快消除恐惧，逐渐变得愉快起来，并愿意参加这种训练。 3、玩球。玩球是大多数孤独症儿童喜欢的活动，训练时配合一般比较顺利。要求是：能和老师一起做连续抛球200个左右，会持续拍皮球10个以上，一脚能踢中球至5米远以上，会传球，要完成这些目标，教师不仅要加强示范，还要与儿童互动，在互动中提高玩球技能，增进训练的兴趣和师生交流。 4、动作模仿操。这项训练有利于提高身体协调和动作模仿能力，要求学生能在老师的提示下，边说儿歌，边动作，模仿小动物的动作和做幼儿模仿操。 5、使用器械。要求会使用滑梯、滑板、大龙球、秋千、转桶、蹦床、跳袋、独脚凳、平衡台等器械进行训练。 ~ （二）精细动作能力。这一能力的高低直接反映出大脑皮层的发展水平。据有关材料计载，人的大拇指代表四分之一的脑机能，还有的说，拇指和食指的神经与大脑语言中枢有着直接联系等等。可见手指功能的训练可以直接作用于大脑使之手脑并用，促进协调发展。大
孤独症儿童发展评估表
《孤独症儿童发展评估表（试行）》编制说明 本量表的编制以认知心理学、语言学、社会学、生理学、生态学、儿童发展心理学、孤独症儿童的心理发展理论等为依据，参照协康会编制的《儿童发展评估量表》和《自闭症儿童训练指南》等，将心理评估、生态评估及功能性评估等评估方式方法进行整合，采用观察、测试、访谈等方法，凭借一系列的评估材料对0-6岁的孤独症儿童及其它广泛发育障碍儿童的发展现状及需要进行评估，为孤独症儿童及其它广泛发育障碍儿童的教育康复提供依据。 一、评估表编制目的 为了进一步加强康复机构和特殊教育学校对孤独症及其它广泛发育障碍儿童的教育康复需求的认识、了解，将评估与教育康复训练相结合，在充分分析他们的发展水平、优势和不足的基础上，制定针对性的训练目标和训练计划，并对训练的效果进行动态的评估，以便及时调整训练的目标和计划，以保证孤独症及其它广泛发育障碍儿童教育康复训练的科学性和有效性。 二、评估表的结构 本评估表由感知觉（55）、粗大动作（72）、精细动作（66）、语言与沟通（79）、认知（55）、社会交往（47）、生活自理（67）以及情绪与行为（52）八个评估领域493个项目组成，每一个评估领域都是一个评估的独立体，评估时不受其它评估领域的影响。 1 ?感知觉领域评估的围是五个方面，评估项目共55项。主要评估儿童视觉、听觉、触觉、嗅觉和味觉五个围在注意、反应、辨别和记忆等方面的能力现状、优劣与需求。 2.粗大动作领域评估的围在于姿势与移动两大块，评估项目共有72项。主要集中评估儿童坐姿、站姿以及爬、坐、站立、行走、跑、跳、推、端、抛、接、踢、击、拍等动作的平衡性、协调性等。