By Bruce L. Black
Correct and thought-provoking, describes a brand new and creative method of the wishes of de-institutionalised humans returning to care locally. It indicates that there's a tough yet dynamic contribution to be made via all group psychological medical experts in restoring dignity to the lives of these who've tragically been robbed of this sort of uncomplicated human desire.
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Extra info for Advocacy and Empowerment: Mental Health Care in the Community
Professionals in the mental health field, whether from the more traditional disciplines or from the new management programs, almost uniformly are taught to do problem-solving. Most often, the problemsolving process involves gathering information consistent with the professional’s or the agency’s definition of the problem (see Chapter 1), most often assembling some mechanical procedure and acting on the a priori problem definition, through the agreed upon procedure. This process regulates the world of the professional or agency, forcing the experience of the client/supplicant to ‘fit’ into a dominated and domesticated reality.
The other aspect of daily life that converges to form the matrix of understanding how to define the problem properly is much easier to elaborate. It requires that we remember that mental patients, before entering the hospital, during their stay and after their release, are essentially like us—human and therefore social historical beings. In this capacity, so estranged from them because of their hospitalization, they have needs/interests exactly as we do. Simply put, those needs include: adequate income; adequate, safe, supportive housing; nutritious food; adequate clothing; varying knowledge of their rights and entitlements to benefits and programs; legal protection; and the choice to participate in socially meaningful interaction with others who treat them with dignity and respect.
1974). Upon closer examination, these agencies appeared to have established ‘legitimate’ domains of domination locally, dividing the turf according to functions and prerogatives, claimed expertise and professional leadership. What was found to,exist was an informal, yet pooled hegemony over community activity and decision making related to service design and delivery, a rather loosely orchestrated collaboration determined to protect individual agency turf from infringement or criticism. Agreement among service providers at the level of basic assumptions about clients, and ultimate responsibility for problems, allows agencies to attribute program failure either to client defects (‘Blaming the Victim’, as it has become known—see Ryan, 1976) or to a form of quantitative or administrative/management rationality.
Advocacy and Empowerment: Mental Health Care in the Community by Bruce L. Black