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.

PrefaceAbout the AuthorsChapter 1 The Need for Social Change in Treating Mental IllnessChapter 2 The National Experiment: Organizational Change Background and Research Plan Organizational Change Background Experimental PlanChapter 3 The Process of Approach and Persuasion Preliminaries to the Study Development of Materials Contacting the Hospitals Lodge Implementation DecisionChapter 4 Factors Affecting the Decision to Adopt Cluster Analyses of Approach-Persuasion PhaseChapter 5 The Process of Activating Adoption Operation and Logistics of the Experimental Conditions Advocacy by Manual Advocacy Through Face-to-Face ConsultationChapter 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 AdoptionChapter 7 Follow-up Diffusion of the Community Lodge Design of the Diffusion Phase Study Evaluation of the Diffusion PhaseChapter 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 MoneyChapter 9 Social Policy Decisions Aimed at Solving Human Problems A Social Policy AlternativeReferencesIndex