Initiative collaborative relationships

Triangulation comes in many different forms. Avoiding this trap is easier with strong, unified, collaborative relationships. With that aim, it may prove beneficial to have an initial joint session with the physician and/or patient to prevent triangulation and cultivate communication. Fostering the collaborative relationship allows a therapist or physician to respond to triangulation attempts with a restatement of the treatment mission, a recommendation to the patient to direct concerns to the appropriate person, or in the above example, education about the differences between psychiatric evaluation and therapy. 

Task 2, Implementing Collaborative Relationships, deals with internal structural issues. Example of initiatives in this area are organization structure and performance measures. While these can be difficult in terms of gaining acceptance from employees, they are less likely to involve new systems or facilities. So Figure 31.2 shows a shorter time frame for implementation of ini-tiahves in this category. 

A number of possible initiatives support development of collaborative relationships. These should be viewed as essential building blocks for other initiatives. Most aggressive programs that fail do so because organization and performance measurements don t match the desired direction for the business. 

A unique feature of the mental health program at is 218 is the use of a computerized assessment tool, called the Diagnostic Interview Schedule for Children (disc). Initially employed to screen all students at the school for serious mental health problems, disc is now used more selectively, once a student is referred to the mental health prc am. Throughout the mental health program at is 218, but especially in this initial assessment component, cas benefits greatly from a longterm collaborative relationship with Columbia University s Division of Child and Adolescent Psychiatry (Quinn, 1999). 

It is often helpful to start with an initial informal sketch of the main terms and concepts, drawn as a concept map. It serves as a concrete starting point for capturing the vocabulary used and the relationships between terms (see Figure 14.9). A concept map is simply a graph of labeled nodes and labeled (preferably directed) edges. We do not try to formalize the map or even worry much about distinguishing objects, types, actions, and associations. The concept map can serve as the starting point for the type model and collaborations. 

This book is an international collaborative effort, with authors from Canada, France, the Federal Republic of Germany, Great Britain, Italy, Japan, Sweden, Switzerland, and the United States. It is not possible to cover all aspects of this subject in a single volume, but the contributions here are broadly representative of innovative work in the field. The order of the chapters is developed from the relationship of the topics and is not necessarily related to the sequence of contributions at the two symposia from which much of the initial material was derived. 

The repeatability and within-laboratory reproducibility (expressed as CV percent) are evaluated against the Horwitz equation according to the EU Commission Decision [4]. The Horwitz equation is an empirical relationship between the concentration of the analyte and the precision of the method. Initially the Horwitz equation was developed from data obtained during collaborative trials [38, 39]. The following equation for the maximum reproducibility CV is valid. The maximum repeatability is between one-half and two-thirds of the CVR (percent). 

What role did collaboration play in Mr. F s treatment First, success with Mr. F would have been much less likely without close collaboration. Mr. F demonstrated reluctance to follow through with referrals to a variety of specialists. When he did follow through with an initial appointment, rarely did he continue contact with these providers, such as the psychiatrist. The reason he attended the first and subsequent mental health appointments was due to the strong relationship between Dr. E and Dr. T, which was facilitated by the colocation of their practices. 

Substance use disorders (SUDs) are collectively the most common coexisting condition that therapists will see in their patients who present with relationship problems, depression, or anxiety disorders. SUDs are common and often unrecognized, at least in the initial evaluation of the patient and family. This chapter does not propose to be a comprehensive treatise on the management of SUDs. It focuses on some features germane to the collaboration of physicians and nonphysician therapists in treating SUDs. We discuss alcoholism first, as the most common and the prototype of the SUDs, and then touch on selected features of several other types of SUDs. 

For several years, a Dow scientist worked at Los Alamos. Through his interactions, a number of successful projects were initiated. This scientist was chosen not only for his scientific capabilities, but also his leadership and management capabihties and his ability to develop external collaborations. By being on site for several years, he built strong relationships as well as a thorough understanding of the capabilities of both Los Alamos and Sandia. 

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