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This paper aims to explore qualitative semi‐structured interviews – conducted with NHS mental healthcare patients/prisoners located in one HM Prison Service (HMPS) establishment. The methodological reflections, whilst not directly related to the content of the interviews, seek to offer a debate about interview data in relation to the processes of their creation.

The dialogue is designed primarily for those who conduct, or have an interest in, mental health‐orientated research, particularly those who undertake studies in secure settings with mental health service users as participants.

Regarding interview method as a tool for data collection/creation, methodological foci for discussion include the structure of interview questions, participant unfamiliarity with the process, body language and non‐verbal communication, plus discussions concerning conversational turn‐taking and interviewee agency.

This article stems from a small‐scale empirical fieldwork study in one prison setting and offers a debate about interview data in secure settings with mental health service users.

The need to develop effective approaches for responding to healthcare incidents for the purpose of learning and improving patient safety has been recognised in current national policy. However, research into this topic is limited. This study aims to explore the perspectives of professionals in mental health trusts in England about what works well and what could be done better when implementing serious incident management systems.

This was a qualitative study using semi-structured interviews. In total, 15 participants were recruited, comprising patient safety managers, serious incident investigators and executive directors, from five mental health trusts in England. The interview data were analysed using a qualitative-descriptive approach to develop meaningful themes. Quotes were selected and presented based on their representation of the data.

Participants were dissatisfied with current systems to manage serious incidents, including the root cause analysis approach, which they felt were not adequate for assisting learning and improvement. They described concerns about the capability of serious incident investigators, which was felt to impact on the quality of investigations. Processes to support people adversely affected by serious incidents were felt to be an important part of incident management systems to maximise the learning impact of investigations.

Findings of this study provide translatable implications for mental health trusts and policymakers, informed by insights into how current approaches for learning from healthcare incidents can be transformed. Further research will build a more comprehensive understanding of mechanisms for responding to healthcare incidents.

The purpose of this paper is to describe a hybrid approach to the research developed during a multi-researcher, ethnographic study of NHS management in the UK.

This methodological paper elaborates a hybrid approach to the sociological analysis – the critical-action theory – and indicates how it can contribute to the critical health management studies.

After exploring the various theoretical, methodological and philosophical options available, the paper discusses the main research issues that influenced the development of this perspective and the process by which the critical-action perspective was applied to the studies of managerial work in four health service sectors – acute hospitals, ambulance services, community services and mental healthcare.

This methodological perspective enabled a critical analysis of health service organisation that considered macro, meso and micro effects, in particular and in this case, how new public management drained power from clinicians through managerialist discourses and practices.

Healthcare organisations are often responding to the decisions that lie outside of their control and may have to enact changes that make little sense locally. In order to make sense of these effects, micro-, meso- and macro-level analyses are necessary.

The critical-action perspective is presented as an adjunct to traditional approaches that have been taken to the study of health service organisation and delivery.

Homeless populations are a politically contentious problem and researchers struggle to achieve a balanced approach. They place emphasis on sharply contrasting factors, such as; institutional structures, ideologies or individual dispositions and differences. Central questions remain unanswered, i.e., is homelessness an outcome of society’s failings related to housing shortages, or a personal choice, as in the status of “intentional homelessness?” The purpose of this paper is to set aside assumptions, to explore experiences of homelessness and psychosis.

An existentially informed hermeneutic phenomenological analysis; exploring transcribed narratives from semi-structured interviews with three men.

These participants started to wander as a spontaneous response to distressing life experiences. Without any plan they travelled to new locations living on the street. Being contained and treated against their will in the psychiatric system was another source of distress. They did not choose homelessness through a rational calculation of their best interests. They felt at odds with society, which did not protect them and failed to meet their needs.

In qualitative research, findings are not generalisable to other settings.

Homeless services should be enhanced by psychological expertise along with more person-centred emphatic approaches; the authors of social policies should consider their philosophical assumptions.

Systemised mental healthcare does not solve complex problems; fails to meet needs.

The analysis informs the design of further research, prompts practitioners to review their understandings and provides grounds for the rewriting of policies.

Organisations are increasingly adopting and adapting to technological advancements to stay relevant in the era of intense competition. Simultaneously, employee mental well-being has become a prominent global concern affecting people across various demographics. With this in mind, the present study explores the influence of human resource (HR) analytics, mental health organisational evidence-based management (OEBM) and organisational mental health support on the mental well-being of employees. Additionally, the study examines the moderating effects of manager and peer support on the association between organisational mental health support and the mental well-being of employees.

Data were collected from 418 employees in India and structural equation modelling was performed to analyse the data.

The study found significant positive associations between HR analytics with mental health OEBM, organisational mental health support and mental well-being. Mental health OEBM was also found to be positively related to organisational mental health support and mental well-being. The moderating roles of manager and team support were also found to be significant in the associations between organisational mental health support and well-being.

The study showed that HR analytics is a valuable source of mental health data. This data can facilitate the development of evidence-based management (EBM) strategies to promote the mental well-being of employees.

The aim of the paper is to describe the “organisational lifecycle” of the New Zealand Mental Health Commission (NZ MHC) including factors that led to it being established, the evolving phases of the work it undertook and its key achievements, the critical success factors, the rationale behind its disestablishment and transfer of its core functions to another entity.

The methodology is a review of relevant documents and interviews of previous Commissioners, and insights of the final two Chair Commissioners and authors.

The NZ MHC was established to provide government with independent advice on how to develop the capacity and capability of mental health and addictions services for those people with the highest and most complex needs, estimated to be approximately 3 percent of the population. Having successfully led changes to achieve this goal as set out in The Blueprint of 1998 it is now influencing government policy and services to achieve better mental health and well‐being for the whole population as per Blueprint II, published in 2012. The NZ Government clearly values the role of Mental Health Commissioner which has been transferred to the Office of the Health and Disability Commissioner from July 2012 at the time the Commission is disestablished.

The paper relies on insights of those in Commission leadership roles.

Other Commissions may gain insight into their own evolutionary pathways and proactively manage them.

Optimal mental health and wellbeing for society requires policy that simultaneously takes a “whole of society” approach and focuses on responding to people with the highest needs.

The paper shows that there are significant concerns about the disestablishment of the Mental Health Commission in New Zealand and little understanding of the underlying rationale for the organisational changes.

Medium secure units were designed to treat patients for up to three years, but some patients spend longer in acute medium secure settings which in general do not have a 'longer term focus'. The aim of this investigation was to assess and describe the needs of these patients. A survey questionnaire was designed and sent to responsible clinicians who had patients admitted at least five years previously to the Three Bridges Medium Secure Unit (males) in West London. Carer ratings using the Camberwell Assessment of Need: forensic version (CAN‐FOR) were completed by the primary nurse for each patient, complementing the survey questionnaire. Of 122 medium secure male patients 25 (21%) had been admitted at least five years before. We found high levels of co‐morbidity and treatment resistance. The CAN‐FOR revealed two groups, one with chronic challenging behaviour, treatment‐resistant mental illness and need for a high level of support, and another more able group not needing as much support but with a dependency on the hospital. It is considered here whether certain groups would benefit from a different approach or setting.

In this chapter, we consider collaborative models of engaged research in comparison to models of team science that include persons with lived experience of the topic area as team members. ‘Co-led’, ‘co-design’ and ‘co-research’ are all terms used in the literature with distinct, but not precise, definitions and approaches. These collaborative models tend to describe methods that allow those with lived experience to be treated differently than other academic members of the research team. Power imbalances between those with lived experiences and researchers persist in such models, in spite of researcher efforts. For example, persons with lived experience are often described as being compensated with gift cards which may be welcomed but can be perceived as diminishing their role and contribution. In contrast, participatory team science involves persons with lived experience as full members of the research team. In the model that we propose, power is balanced through mutual planning and consensus-based decision-making. We contend that using participatory team science advances research through egalitarian consideration of team members' perspectives of the research problem and the designs necessary to knowledge development.