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- W2567090210 abstract "Since qualifying as a clinical psychologist I have always worked in a community mental health team (CMHT). Some people believe the death knell is sounding for this type of team. In the future, teams will have a designated purpose – be crisis teams, early intervention teams, assertive outreach teams, personality disorder teams, young people crimestoppers teams, or whatever. Little has been written on CMHTs that describes what it is actually like to be in a CMHT. This article, which is based on my own and some of my psychology colleagues’ experiences of being members of CMHTs, is my attempt to do this. In Shropshire nine CMHTs, 5 based in urban areas (Shrewsbury and Telford) and 4 in rural areas (or more accurately, the largest town in each rural area) have existed for 8 years. Each team is jointly funded and managed by the Mental Health Trust and Social Services and, unusually, has the full compliment of professionals: social workers, community mental health nurses, community care workers, admin workers, plus a clinical psychologist, occupational therapist and psychiatrist in each team. Within these teams, some people are friends, some are lovers, some stick mostly with their fellow professional colleagues whilst others have cross discipline friendships and work alliances. Some people do not trust each other; others have at times hated each other. I have worked with people I would never allow near the people who have been referred to me for help, as well as working with people who are more committed, radical and ethical in their work than I have ever been. The nine teams have suffered from an idea that they should all be the same – be doing the same types of work with the same types of people, have the same policies and procedures, and so on. Managers and members of the teams, as well as higher management, have frequently expressed surprise and alarm when discovering that different teams do things differently. We have all struggled to realise that each team has its own personality, history, set of ideologies, and so on. Enormous amounts of time and energy have been wasted in fruitless attempts to make all the teams be the same, just so they would fit neatly into boxes that only really exist inside mangers’ heads. It has been hard to accept that such variability is a good thing, even in organisations that recognise that needs in rural and urban areas differ widely. 1" @default.
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- W2567090210 date "2001-01-01" @default.
- W2567090210 modified "2023-09-27" @default.
- W2567090210 title "So Farewell Then, CMHTs" @default.
- W2567090210 hasPublicationYear "2001" @default.
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