Creating Change in Mental Health Organizations discusses the findings of the experiment designed to identify the parameters of social change in mental health organizations. The title details the results from a variety of perspectives, such as experimental and hospital employees.
The text first covers the need for social change in treating mental illness, and then proceeds to tackling organizational change background and research plan of the experiment. Next, the selection talks about the process of approach and persuasion. The next chapters cover the concerns in activating adoption, such as the factors, process, and conditions. Chapter 7 deals with the follow-up diffusion for the community lodge, while Chapter 8 talks about the principles for creating change in metal health organizations. The text also discusses the social policy decision aimed at solving human problems.
The book will be of great use to professionals in the mental health care industry.

Contenu

Preface
About the Authors
Chapter 1 The Need for Social Change in Treating Mental Illness
Chapter 2 The National Experiment: Organizational Change Background and Research Plan
Organizational Change Background
Experimental Plan
Chapter 3 The Process of Approach and Persuasion
Preliminaries to the Study
Development of Materials
Contacting the Hospitals
Lodge Implementation Decision
Chapter 4 Factors Affecting the Decision to Adopt
Cluster Analyses of Approach-Persuasion Phase
Chapter 5 The Process of Activating Adoption
Operation and Logistics of the Experimental Conditions
Advocacy by Manual
Advocacy Through Face-to-Face Consultation
Chapter 6 The Essential Conditions for Activating Adoption
The Effects of Action Consultation Contrasted with Written Manuals
The Effect of Consultant Experience
The Process of Action Consultation
An Overview of the Data
The Effects of Adoption
Chapter 7 Follow-up Diffusion of the Community Lodge
Design of the Diffusion Phase Study
Evaluation of the Diffusion Phase
Chapter 8 Principles for Creating Change in Mental Health Organizations
The Principle of Perseverance
The Principle of Discontinuity and Independence
The Principle of Outside Intervention
The Principle of Action-Oriented Intervention
The Foot-in-the-Door Principle
The Limitations of Formal Power Principle
The Principle of Participation
The Principle of Group Action and Implementation
The Principle that Resistance to Change is Directly Proportional to the Social Status and Role Change Required by Innovation
The Principle of Continuous Experimental Input
The Principle of Activating Diffusion Centers
Thoughts for the Change Agent
Thoughts for Government People With Money
Chapter 9 Social Policy Decisions Aimed at Solving Human Problems
A Social Policy Alternative
References
Index