Collaborative relationship

Relapse prevention for clients with psychiatric conditions must include treatment of the comorbid conditions in order to be effective. This generally means developing a collaborative relationship with a psychiatrist if the treatment includes pharmacotherapy. The relapse plan must provide checks on adherence to the treatment of the comorbid condition, and if adherence is a problem, then motivation... 

Mitchell, W. Singh, K. 1996. Survival of businesses using collaborative relationships to commercialize complex goods. Strategic Management journal, 17(3) 169-196. 

A successful collaboration can also be mentioned as a prior accomplishment. Collaborations strengthen expertise (two heads are better than one) and add to the intellectual merit of a proposal by increasing the likelihood that the work will be completed on schedule. Excerpts 13E and 13F showcase two ways that authors describe collaborative relationships in their proposals. 

Connections between collaborative relationships and demonstration of expertise... 

Provision 1 above, establishing a strategic alliance or collaborative relationship, is the most difficult to implement. In fact, few arrangements of this kind exist between fine-chemical companies and their customers. There are two main stumbling blocks. From the perspective of the fine-chemical company, it is the request of the customer to have the liberty to switch to other suppliers if these are able to grant better prices or other contractual terms. From the perspective of the customer, it is the desire of the fine-chemical companies to keep the intellectual property rights on discoveries that they make in the context of an alliance. This is especially the case if the customer is an ethical pharmaceutical company (see Chapter 14). 

Whereas key account management is driven primarily by the supplier, strategic alliances and collaborative relationships are a joint effort to add value for both the supplier and the customer ... 

A strategic alliance, or collaborative relationship, is a close, long-term relationship where customer and supplier work together to secure for each other and the end customer the best sustainable advantage... 

But project outcomes are not always so unsatisfactory. It is not difficult to seize the opportunities presented by a project to develop long term collaborative relationships. Moreover, a successful project can cause you to be seen in a new light and open up new opportunities. 

It Is time to return to the three levels of objective for collaborative relationships identified at the beginning of this chapter collaboration based on one-to-one relationships with you at the centre of a network, interaction between collaborators to develop team-working, and the generation of synergy. 

By the time of this accounting of the joint efforts of Black and himself, in 1782, Watt s chemical interests had been rekindled after a period of desuetude in the later 1770s when he was preoccupied with the hands-on management of the steam engine business, especially in Cornwall. But by 1780 the most difficult years were behind Boulton and Watt, and Watt was beginning another phase of chemical work during which he entered new collaborative relationships. However, his communications with Black continued and were occasionally revealing of their chemical relations. 

My point about Watt s chemistry, then, is a simple but little-heeded one. To understand its character and substance we need to assess the way that Watt drew upon a series of collaborative relationships, a number of them connected directly with practical ventures. First, we should look to his involvement with the Black tradition and the resources available to him from predecessors such as Boerhaave, Cullen, Eller and the like. From these resources, and from his own experimental work on the properties of steam (in the laboratory and, it must not be forgotten, in the large through the actual construction and operation of engines), Watt developed ideas about water and steam in which they were compounded with heat. This re-contextualization of Watt s chemistry makes it clear that throughout his active work on the steam engine, and consistent with... 

This book does not focus on these other treatment modalities. It simply focuses on a non-MD therapist and a physician working together to care for their common patient. However, the non-MD therapist could be a psychologist, a social worker, a marriage and family therapist, a psychiatric nurse, or a counselor. When we refer to physicians, we could mean a family physician, a psychiatrist, an internist, a pediatrician, or an obstetrician-gynecologist. To simplify matters, we refer to the therapist and the physician throughout this book. This book is primarily intended for therapists who want to build collaborative relationships and learn the biological information they need to communicate with physicians. 

Rather, we assume that you want to improve your collaborative relationships with physicians. We suggest you can do this by knowing more about psychotropic medications and how they work in the brain. 

Therapists train and practice in a world that is very different from that of physicians. Because therapists contact with physicians is often limited, they rarely have opportunities to immerse themselves in the culture of medicine in order to learn about the roles, customs, and beliefs of its members. Just as it is important to be culturally competent with patients from ethnically diverse backgrounds, knowledge of and appreciation for medical culture is also helpful and can strengthen 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. 

Schleyer quickly became enamored with the power of ab initio computations to tackle interesting organic problems. His enthusiasm for computational chemistry eventually led to his decision to move to Erlangen—they offered unlimited (24/7) computer time, while Princeton s counteroffer was just 2 h of computer time per week. He left Erlangen in 1998 due to enforced retirement. However, his adjunct status at the University of Georgia allowed for a smooth transition back to the United States, where he now enjoys a very productive collaborative relationship with Professor Fritz Schaefer. 

In the meantime, the national nursing workforce must face its own issues regarding professional emergency preparedness. Nursing must become part of the solution before a disaster occurs. Attention to professional issues like leadership, educational preparation, nursing science, and establishing or enhancing collaborative relationships with other disaster providers is paramount if we are to be ready when disaster strikes. 

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