The purpose of this paper is to gain an in-depth view into how participants perceived their experience of engaging in an enhanced Intensive Intervention and Risk…
The purpose of this paper is to gain an in-depth view into how participants perceived their experience of engaging in an enhanced Intensive Intervention and Risk Management Service (IIRMS), which is a part of the Offender Personality Disorder (OPD) pathway based within the community.
Five participants were interviewed. They were at different points of engagement with the service. Interviews were taped, transcribed and analysed using the grounded theory methodology.
Participants were able to provide in-depth reflections about their experiences at the service. The main issues centred upon “managing fragile relationships” and “an emerging self”. Subcategories linked to managing fragile relationships were: “letting people in and keeping them away”; “surviving the ruptures”; and “treating me like a person”. Subcategories linked to an emerging self were: “readiness to change” and “making new connections”.
This study focused upon one enhanced IIRMS and findings are not necessarily generalisable to other services within the OPD pathway, although themes are likely to resonate for those leaving custody with complex interpersonal difficulties.
This study has provided access to participants’ perspectives on engaging with an IIRMS. Many factors impact upon the individual’s journey, which is central to the relational approach underpinning the pathway.
The findings have important messages for service providers and commissioners and crucially service user perspectives have been obtained that are integral to future development of the OPD pathway. The findings are also relevant for released prisoners attempting to reintegrate within the community.
This paper describes and analyses our experiences as lecturer practitioners working in the personality disorder service at Rampton High Secure Hospital. This service is an…
This paper describes and analyses our experiences as lecturer practitioners working in the personality disorder service at Rampton High Secure Hospital. This service is an NHS Beacon site and hosts one of the pilot projects that are part of the Home Office and Department of Health initiative concerned with the assessment and treatment of people deemed to be dangerous because of the severity of their personality disorder. The paper focuses on the development of a competency‐based diploma/degree programme that is integrated with service priorities and clinical care pathways. The factors that shaped the evolution of this programme are outlined, supplemented by a critical commentary on how the course team experienced and made sense of the complex dynamics of the implementation process. Also discussed is the way our experience of facilitating dialectical behaviour therapy (DBT) group work influenced and helped us understand our work with students. Being active in service delivery ensured the course content developed from and reflected the realities of clinical practice. These issues are discussed with reference to the concept of parallel processes (Hawkins & Shohet, 2000) and by comparing the clients' experience of DBT groups with the students' experience of the competency programme.
Community renewable energy has been widely advocated as a mode of implementation of sustainable energy technologies that contrast in various ways from those of public or…
Community renewable energy has been widely advocated as a mode of implementation of sustainable energy technologies that contrast in various ways from those of public or private sector utilities (Walker & Cass, 2007). Community energy projects have been established in many countries around the world, including various parts of Europe (DTI, 2004; Lauber, 2004; Madlener, 2007), the United States (Hoffman & High-Pippert, 2005, 2009), Australia (Moloney, Horne, & Fien, 2010) and Japan (Maruyama, Nishikido, & Iida, 2007), forming part of a more distributed rather than centralised pattern of energy generation. For Seyfang and Smith (2007) they potentially represent examples of ‘grassroots innovation’, forms of niche-based social experimentation with wider significance for the emergence of forms of transition towards sustainable socio-technical systems (Smith, 2007).
This paper explains the concept of cultural synergy and provides a contrast of societies that could be characterized as having high or low synergy, as well as organizational culture that reflects high and low synergy. Within organizations, the research insights reported here center on behaviors and practices that contribute to synergy and success among teams, particularly in terms of international projects. The concluding section describes people who are truly “professionals” in their attitude toward their career and work, and how they can mutually benefit from the practice of synergy. Real European leaders actively create a better future through synergistic efforts with fellow professionals. The knowledge work culture favors cooperation, alliances, and partnership, not excessive individualist actions and competition. This trend is evident, as well as necessary, in corporations and industries, in government and academic institutions, in non‐profit agencies and unions, in trade and professional associations of all types. In an information or knowledge society, collaboration in sharing ideas and insights is the key to survival, problem solving, and growth. But high synergy behavior must be cultivated in personnel, so we need to use research findings, such as those outlined in this paper, to facilitate teamwork and ensure professional synergy. In addition to fostering such learning in our formal education and training systems, we also should take advantage of the increasing capabilities offered to us for both personal and electronic networking. Contemporary global leaders, then, seek to be effective bridge builders between the cultural realities or worlds of both past and future. Cultivating a synergistic mind‐set accelerates this process.
The most significant event for the School has been the announcement of the creation of the National Centre for Management Research and Development. The Centre is due to…
The most significant event for the School has been the announcement of the creation of the National Centre for Management Research and Development. The Centre is due to open in 1986 and will provide research facilities for up to 20 major projects designed to improve the competitiveness of Canadian business practices.
NEW COUNCIL The Council for the year 1948/49 is as follows:
WE write on the eve of an Annual Meeting of the Library Association. We expect many interesting things from it, for although it is not the first meeting under the new constitution, it is the first in which all the sections will be actively engaged. From a membership of eight hundred in 1927 we are, in 1930, within measurable distance of a membership of three thousand; and, although we have not reached that figure by a few hundreds—and those few will be the most difficult to obtain quickly—this is a really memorable achievement. There are certain necessary results of the Association's expansion. In the former days it was possible for every member, if he desired, to attend all the meetings; today parallel meetings are necessary in order to represent all interests, and members must make a selection amongst the good things offered. Large meetings are not entirely desirable; discussion of any effective sort is impossible in them; and the speakers are usually those who always speak, and who possess more nerve than the rest of us. This does not mean that they are not worth a hearing. Nevertheless, seeing that at least 1,000 will be at Cambridge, small sectional meetings in which no one who has anything to say need be afraid of saying it, are an ideal to which we are forced by the growth of our numbers.