Abstract
The precise implementation of behavioral programs in the psychiatric setting is dependent primarily on the technical expertise of a variety of paraprofessionals and professionals, such as nursing assistants, mental health workers (usually B.A. level personnel), psychiatric nurses, and social workers. Irrespective of the particular setting in which a behavioral program is introduced (i. e., a state hospital, a mental health center, a university hospital, a Veterans Administration Hospital, or a general hospital), the aforementioned staff have literally “life-and-death” powers over its success or failure. Many a naive behavior therapist, although well trained and certainly well intentioned, has failed in his or her attempts either to implement a behavioral program from scratch or to replace an existing program with one behaviorally oriented. In both cases, failure can usually be traced to poor administrative support and staff resistance. Staff resistance is undoubtedly a result of inadequate preparation, the contrasting (and often covert) goals of the staff and the program initiator, incomplete training of the staff, and ineffective staff consultation once the program has been established.
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Hersen, M., Harris, F., Bellack, A.S. (1993). Staff Training and Consultation. In: Bellack, A.S., Hersen, M. (eds) Handbook of Behavior Therapy in the Psychiatric Setting. Critical Issues in Psychiatry. Springer, Boston, MA. https://doi.org/10.1007/978-1-4899-2430-8_8
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