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Learning, changing and managing in mental health.

J Henderson1

  • 1School of Health and Social Welfare, Open University, Walton Hall, Milton Keynes, MK 7 6AA, UK. jeanette.henderson@open.ac.uk

Journal of Interprofessional Care
|December 1, 2001
PubMed
Summary

Implementing new mental health practices is challenging for UK workers. Findings reveal that first-line managers are crucial for supporting staff through workplace changes and professional development.

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Area of Science:

  • Healthcare Management
  • Organizational Psychology
  • Social Care Studies

Background:

  • Implementing new practices in mental health settings presents unique challenges.
  • Existing organizational change literature often overlooks the complexities of social care work.

Purpose of the Study:

  • To identify issues faced by mental health practitioners implementing changes post-learning.
  • To explore the role of first-line managers in supporting staff development and workplace change.

Main Methods:

  • A questionnaire survey was conducted.
  • Eight semi-structured interviews were performed with mental health workers.

Main Results:

  • Practitioners often feel disempowered and isolated when introducing new ideas.
  • First-line managers are key to enabling staff through learning and practice changes.

Conclusions:

  • Effective support systems are vital for practitioners integrating new knowledge.
  • The role of the first-line manager is critical in facilitating professional development and service improvement in mental health.

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