Search results

For the last two years, the Forensic Mental Health Service at South London & Maudsley NHS has been one of the pilot sites funded by the DSPD programme. In this paper we are reporting on one segment of the Personality Disorder Service. As of December 2006, the service will have been operating for two years. This is one of several Home Office‐funded forensic personality disorder treatment sites in the UK. It consists of a 15‐bed medium secure inpatient service, a community team and two hostels.We begin by describing briefly our treatment model and the theoretical underpinnings of our service. However, the bulk of this paper will report on the lessons we have learned.

Observes that UK smoking prevention programmes have limited success. However, there is evidence that individual differences may mediate the effectiveness of such programmes. In order to measure personality, which is a major source of individual difference, a questionnaire suitable for use with English 11 to 16‐year olds was developed in three distinct phases. First, the words teenagers use to describe their friends were collected in individual interviews. Second, a subset of these terms was tested with a group of young people of various ages and qualitative analyses undertaken. Finally the factor structure of the questionnaire was explored and a 49 statement, self‐report personality instrument was constructed. The personality questionnaire was then used in a two‐wave prospective study of smoking in four English, state secondary schools. Presents the findings from matched data from 2,023 students. The personality questionnaire predicted smoking uptake above and beyond that achieved from knowledge of gender, school year, and family smoking behaviour.

The principal purposes of this paper are to provide normative advice in terms of managing the British Monarchy as a Corporate Heritage Brand and to reveal the efficacy of examining a brand's history for corporate heritage brands generally.

Taking a case history approach, the paper examines critical events in the Crown's history. It is also informed by the diverse literatures on the British Monarchy and also marshals the identity literatures and the nascent literature relating to corporate brands. Six critical incidents that have shaped the monarchy over the last millennium provide the principal data source.

In scrutinising key events from the institution's historiography it was found that the management and maintenance of the Crown as a corporate brand entail concern with issues relating to: continuity (maintaining heritage and symbolism); visibility (having a meaningful and prominent public profile); strategy (anticipating and enacting change); sensitivity (rapid response to crises); respectability (retaining public favour); and empathy (acknowledging that brand ownership resides with the public). Taking an integrationist perspective, the efficacy of adopting a corporate marketing approach/philosophy is also highlighted.

A framework for managing Corporate Heritage is outlined and is called “Chronicling the Corporate Brand”. In addition to Bagehot's dictum that the British Monarch had a constitutional obligation to encourage, advise and warn the government of the day, the author concludes that the Sovereign has a critical societal role and must be dutiful, devoted and dedicated to Her (His) subjects.

This is one of the first papers to examine the British Monarchy through a corporate branding lens. It confirms that the Crown is analogous to a corporate brand and, therefore, ought to be managed as such.

This article presents an overview of the issues of providing care for homeless adolescents who present with comorbid mental health and substance misuse problems within a specialist child and adolescent mental health service. The limited evidence base concerning dual diagnosis among the adolescent population is explored and the application of research based on the adult population to this client group is considered.The intervention strategies that have proved successful in clinical practice are discussed and the evidence to support this is highlighted. The importance of taking an assertive outreach approach to, and investing time in, the engagement process is first considered. Then the application and benefits of harm reduction and motivational interventions are explored before the importance of multi‐agency working is highlighted and a conclusion offered.

Offenders who have intellectual disabilities like any one else may deny their offence. This paper reports a case study of a man who admitted his offence and them accepted probation with a condition of treatment. However, when he attended treatment he denied the offence. Thus do those providing treatment send them back into the criminal justice system or work with them try and help them accept what they have done and provide appropriate treatment to help them reduce future risk of offending.

In this case study the assimilation model was used to understand the process of change and monitor change through exploratory psychotherapy. The psychotherapeutic model was psychodymnamic.

The client demonstrated gains through the stages of the model toward acceptance of his problematic behaviour and continued to work on this through further psychotherapy.

The assimilation model offers a useful approach to monitor change in psychotherapy; but especially when the client does not accept the problem the rest of the world feels they have.

The purpose of this paper is to explore service users’ experiences of the process of ending from national health service (NHS) community personality disorder services.

Semi-structured interviews were conducted with eight participants recruited from four NHS community personality disorder services.

Three main themes emerged; “Service users” experiences in the context of “Reflective versus Reactive practice”, “Endings held in mind” and “What next”?

Further recommendations are provided for practitioners supporting individuals managing endings alongside a “readiness to end” model which may be used in clinical practice.

Behavioural change practice has focussed attention on understanding behaviour; failing to apply dynamic approaches that capture the underlying determinants of behavioural change. Following recommendations to direct analytical focus towards understanding both the causal factors of behaviour and behavioural change to enhance intervention practice, this paper aims to apply a hidden Markov model (HMM) approach to understand why people transition from one state to another (e.g. reporting changes from wasting food to not wasting food or vice versa).

Data were drawn from a 2017 food waste programme that aimed to reduce waste of fruit and vegetables by increasing self-efficacy through a two-week pilot, featuring recipes and in-store cooking demonstrations. A repeated measure longitudinal research design was used. In total, 314 households completed a phone survey prior to the two-week pilot and 244 completed the survey in the weeks following the intervention (77% retention in the evaluation study).

Two behavioural states were identified, namely, fruit and vegetable (FV) wasters and non-FV wasters. Age was identified as a causal factor for FV food wasting prior to the campaign (45-54 years were most likely to waste FV). Following the intervention, a total of 43.8% transitioned away from FV wasters to non-wasters, and attitudes and self-efficacy were indicated as potential causal factors of this change in FV waste behaviour.

Through this application, it is demonstrated how HMM can identify behavioural states, rates of behaviour change and importantly how HMM can identify both causal determinants of behaviour and behavioural change. Implications, limitations and future research directions are outlined.

The purpose of this paper is to draw on empirical data from two major organisations (IBM and HSBC) to offer insight on the question of the effectiveness and potential value of experiential learning approaches to developing the mindsets and skills needed by organisational leaders as they respond to the pressures and opportunities of sustainability.

The data in this paper are drawn from semi‐structured interviews with previous programme participants in IBM's Corporate Service Corps and HSBC's Climate Champions Programme.

Interviewees reported that the learning programmes had a powerful impact and that a range of outcomes was achieved. The experiential, immersive experience was a fundamental factor in the achievement of these outcomes, from the perspective of participants, but only alongside a number of other key aspects of the design and facilitation of the programme, and also a number of factors related to the wider organisational context.

It would be valuable to explore similar questions with a larger sample of programme participants, and also to explore variations across a wider number of organisations. Similarly, it would be valuable to gather longitudinal data to explore how the perspectives of participants on the impact of these learning programmes vary over time.

The findings lend weight to arguments that those involved in management development might usefully give more consideration of the potential value of experiential learning approaches. The findings also suggest that appropriate consideration be given to a number of other design and facilitation factors, as well as the scope for influencing a range of relevant factors in the wider organisational context.

This paper contributes original empirical data on the effectiveness and potential value of experiential learning approaches.

Theory remains underused in social marketing despite many potential benefits that may arise if theory is concretely and consistently applied. In response to ongoing calls for standardised frameworks and methods, this study aims to present a four-step theory application process with the aim of supporting improved theory use across the entire social marketing process.

The role and importance of theory application in behaviour change is outlined alongside an integrative review and critical analysis of theory application in social marketing. To address key challenges impeding rigorous theory use, the theory selection, iterative schematisation, theory testing and explicit reporting of theory use (TITE) four-step theory application process is proposed. Evidence-based guidance, current best practice examples, and a worked example are provided to illustrate how the TITE process may be initially followed.

Low levels and poor quality of theory use suggest social marketing researchers and practitioners need further support in rigorously applying theories across the life of an intervention. The TITE process leverages the known benefits of theory use and capitalises on the reciprocal relationship that may be enacted between theory selection, iterative schematisation, theory testing and explicit reporting of theory use.

The TITE process delivers a standardised framework that aims to stimulate rigorous theory application and explicit reporting of theory use in social marketing. Clear theory application and reporting will permit a more fine-grained understanding of intervention effectiveness to be established by shifting away from a simple dichotomous view of effectiveness (success or failure) to unpacking the “active ingredients” contributing to observed outcomes.

The evidence-based guidance and best practice examples provided for each step of the TITE process will increase the accessibility and usability of theory among practitioners. With time the TITE process will support practitioners by delivering a robust theory base that can be reliably followed to further extend on social marketing’s effectiveness.

This paper draws on interdisciplinary methods and resources to propose a standardised framework – the TITE process – designed to support rigorous theory application and explicit reporting of theory use in social marketing. Refinement, uptake and widespread implementation of the TITE process will improve theory use and support the creation of a shared language, thereby advancing social marketing’s cumulative knowledge base over time.

The purpose of this research was to determine how regular exercise impacted leadership scores on two multi‐rater leadership assessment instruments – the Executive Success Profile® (ESP), and the Campbell Leadership Index^TM (CLI). Since 1997, data have been collected from over 600 senior‐level executives attending Leadership at the Peak, a five‐day course at the Center for Creative Leadership. Prior to attending, the participants completed a health and physical activity questionnaire that included questions about their exercise, dietary and smoking habits and assessment data were collected from both the participants and their observers. After they arrived at the program, fitness professionals collected additional data including percent body fat, blood‐pressure and exercise routine. The health data were compared with the results of the ESP and CLI. These instruments required a self‐assessment of performance on various leadership indices along with parallel ratings by an observer group of bosses, subordinates and peers. The results indicated that the observers rated exercisers significantly higher than the non‐exercisers on many of the ESP and CLI scales. The weighted averages of all the scales for both instruments were also significantly higher for the exercisers. Further, the bosses also rated smokers lower on 14 out of 22 ESP scales compared with those who had never smoked. Overall, these data indicate that engaging in regular exercise is positively correlated with how others rated executives on various leadership indices.