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A significant number of offenders have both mental health and substance use problems. Failure to identify and treat these complex needs can lead to poor outcomes, such as…
A significant number of offenders have both mental health and substance use problems. Failure to identify and treat these complex needs can lead to poor outcomes, such as relapse and re‐offending. Many staff working in the criminal justice sector lack access to appropriate training in this area ‐ a point identified in the Bradley Report (Department of Health, 2009a). A training project was established to develop and evaluate the feasibility of training in dual diagnosis interventions for staff working in the criminal justice system. This was part of a Skills for Health national demonstration site. The course was developed based on Skills for Health learning design principles, using a competence‐based approach. The training was delivered to 58 staff from a wide range of services. The feedback was generally positive; however, a number of issues related to the mental health training needs of people from a substance use background were identified. This paper will describe the process of development of the training and the implications of the feedback for the future development of such workforce development initiatives.
Dual diagnosis poses particular challenges for inpatient mental health services. Workers have low levels of training, clinical experience and support to deliver integrated…
Dual diagnosis poses particular challenges for inpatient mental health services. Workers have low levels of training, clinical experience and support to deliver integrated care that combines mental health and substance use interventions. In addition, inpatient workers have to balance being therapeutic with ensuring that illicit substance use does not occur on the wards. This often leads to confrontation and poor engagement.In order to improve the capabilities of the workers to deliver more effective interventions for this group of service users, dual diagnosis training should be a high priority for acute inpatient services. However, there are a number of challenges in the implementation of this including lack of resources to fund training and specialist roles, lack of time to attend training (and supervision), and lack of time to implement learning in routine care.This paper will describe the policy drivers for the improvement of dual diagnosis care in acute psychiatric inpatient services, and how two initiatives in London are overcoming some of the obstacles and showing some promising initial outcomes. This paper will make recommendations for future research and developments.
This chapter will examine the rise and downfall of the Irish Green Party from a party of protest through their elevation as junior coalition partners in the national…
This chapter will examine the rise and downfall of the Irish Green Party from a party of protest through their elevation as junior coalition partners in the national government from 2007 until 2011. An ‘Event History Analysis’ (EHA) (Berry & Berry, 1990) through an ‘Issue History’ (Szasz, 1994) will be applied to the key events in this process, in order to illustrate the key motivations, moments, potential successes and enduring difficulties which emerged during this time. An Event History Analysis provides an explanation for ‘a qualitative change’ that occurs as a result of key events in an organisation's history (Berry & Berry, 1990). An Issue History requires a trans-disciplinary analysis of events using theories and methods from history, sociology, political science, sources from the state, the media, surveys and the social movements, in addition to theories of political economy and postmodernism, to analyse various interrelated facets of the salient ‘issue’ being studied (Szasz, 2004, 2008).
This chapter is about how leaders attempt to move from traditional to shared leadership and why they often cannot. We develop a new theoretical framework to examine…
This chapter is about how leaders attempt to move from traditional to shared leadership and why they often cannot. We develop a new theoretical framework to examine whether leaders are willing to shift control from themselves to their followers and thus promote shared leadership in their teams. We argue that control shifts, while necessary for shared leadership, are particularly difficult for leaders to enact. This is because leadership is often closely bound with power and status in the organization, a reality of organizational life that is often overlooked in the quest for new forms of leadership, such as shared leadership. Our contribution lies in examining leaders’ ability to enact shared leadership through the lenses of primary and secondary control, and situating control shift in the context of global leadership including selected cultural dimensions, complexity, and paradoxes.
Despite the need for effective global leaders on the part of business (McKinsey, 2012) and the growing body of empirical research related to the topic of global leadership (Osland, 2013a), very little is known about what global leaders actually do. How do they spend their time? In what kinds of activities are they involved? How do they communicate, coordinate, make decisions, and lead? How is their work similar to or different from that of domestic leaders? In this chapter, we respond to these questions by exploring the nature of global leaders’ work using an approach similar to Mintzberg (1973) in his classic book, The Nature of Managerial Work. We observed five global leaders from five different industries, each for 1 week, and compared our results with Mintzberg’s (1973). In addition, we conducted informal interviews and collected archival data. We content-analyzed the data using the conventions of grounded theory and identified 10 distinguishing characteristics of global leaders’ work. It is characterized by (1) multiple time zones and geographical distance; (2) long hours; (3) flexible schedules and fluid time; (4) dependence on technology; (5) time alone connected to others; (6) extensive travel; (7) functional expertise with global scope; (8) facilitation of information, advice, and action; (9) management of complexity; and (10) confrontation of risk. We conclude by discussing implications for future global leadership research.
Ethnographers, as tools of data collection, are uniquely positioned in a paradoxical relationship between intense immersion and objective distance from research and…
Ethnographers, as tools of data collection, are uniquely positioned in a paradoxical relationship between intense immersion and objective distance from research and participants. This relationship can be particularly intense when researching hidden or marginalized communities in violent contexts. Yet, the emotional consequences of research on the researcher are rarely discussed and little literature exists. When emotions in research are revealed, researchers can be confronted with stigma surrounding issues of subjectivity, “going native” and implications of failed research. This paper seeks to address these issues.
Drawing on research from Lee, Hume, and Nordstrom and Robben, this article presents a reflexive analysis of the author's ethnographic PhD experience. It examines the transformation undertaken to adapt and cope with in‐depth research with vulnerable groups in dangerous environments. It also explores the post‐fieldwork transition and consequences of post‐traumatic stress syndrome which were viewed as the author's feet of clay, or possible weakness which could derail or even invalidate the research.
This article delineates the risks of emotional trauma in ethnographic research, and outlines the symptoms of post‐traumatic stress syndrome and secondary trauma in order to facilitate their identification in future researchers.
The practical implications of this paper are to raise awareness about the emotional consequences of research and revealing how essential it is that awareness be included in the training of future researchers.
The paper aims to raise awareness about the acute emotional consequences of conducting research with marginalized populations in violent contexts. It specifically looks at the insider/outsider position, highlighting those isolating affects which can lead to post‐traumatic stress syndrome. It aims to reveal the attitudes within academia which tend to hide emotional struggles in research.