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Biomedical subjects

K A Signell

Publications and source records attributed to K A Signell.

8 recordsLinked to original sources

Starting prevention work.

This article provides basic, practical guidelines for starting prevention work; it draws upon ten years' experience of professional staff members at a community mental health center. Difficulties that stand in the way of prevention are first discussed. The difficulties include professional habits, defenses, and taboos, as well as lack of theory, training, and institutional support. The main body of the article provides examples of effective and ineffective ways of starting prevention, that is, promoting mental health in the community. Recommendations are made for using a normal developmental life-crisis framework, and starting small action models that can later be generalized to diverse settings and have potential for long-lasting effects in the community.

Aged

On a shoestring: a consumer-based source of personpower for mental health education.

This paper outlines a program for promoting mental health in the population by "giving away our skills" as mental health professionals. This kind of program can be started on a shoestring by a community mental health center, family service agency, or adult education program. It consists of teaching parent-child communication courses, with selected parents then becoming instructors to build a network of nonprofessional personpower. The paper explores strategies of setting up programs. It explores the shifting role of the professional toward a colleague relationship with nonprofessionals. Finally, it presents research on the program's effectiveness with parents and the impact on the lives and self-images of the nonprofessional instructors themselves.

Adolescent

Following the Blackfoot Indians: toward democratic administration of a community mental health center.

Community mental health centers have been held back by authoritarian administrative structures, inherited from the traditional medical model, from fulfilling their original promise of innovative approaches to mental health and responsiveness to the community. This is a 10-year case history of one mental health center's struggle "to put its own house in order" to further staff morale, productivity, more egalitarian attitudes toward clients, and a sense of partnership with each other and the community. The paper shows the development of democratic structures and processes, how line staff and administrators confronted their taboo on power, the traditional hierarchy among disciplines, staff participation in administration, and their vulnerability within the wider bureaucratic system.

Administrative Personnel