Download Consultancy and Advising in Forensic Practice: Empirical and by Carol A. Ireland, Martin J. Fisher PDF

By Carol A. Ireland, Martin J. Fisher

The 1st ebook to use the fashionable idea and methods within the consultancy method, offering a transparent, useful method certain in particular at forensic concerns and contexts. The first booklet to use consultancy literature to a forensic settingProvides a mix of the theoretical and sensible underpinnings wanted in consultancy paintings, supplying a improvement of data with functional applicationBrings jointly papers from researchers, lecturers, practitioners and specialists inside forensic psychology when drawing upon services in company consultancy and administrationChapters mix mental, moral, managerial and evaluative facets into themed summariesOffers instructions for extra research and perform improvement

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Additional resources for Consultancy and Advising in Forensic Practice: Empirical and Practical Guidelines (BPS Blackwell Forensic Practice Series?)

Example text

Culture can be regarded as a set of beliefs, values, ideas, experiences and the processes by which they are interpreted (Bohannan, 1995), with an organisation acting on the basis of its beliefs (Korte & Chermack, 2007). Arguably, when an individual acts at work, they are often responding to the norms, beliefs and values of the organisation (Korte & Chermack, 2007). Consequently, and for a consultant to be effective, it is imperative that the culture of the organisation is taken in to consideration when exploring the presenting problem or issues.

John Smith may well have approached the psychologist as the consult- KEY STAGES AND FACTORS IN CONSULTANCY 33 ant, but the consultant’s client may also be the other staff and wider organisation. Further, the consultant may assume that John Smith’s assumptions are correct, and focus solely on conflict, asking the team about conflict, when indeed no conflict may exist, but simply a perception of conflict. The conflict or perceived conflict may be caused by issues other than John’s proposal, such as being more related to senior management issues.

For example, and as previously identified, if a consultant is approached to assist in the development of a strategy to manage suicide or self-harm risk in a forensic population, the solution may be quickly reached that the issue is with the forensic client and a poor level of coping. As such, this may fail to identify the changing and varied function of harming behaviours, and a failure to explore the wider issues outside of the forensic client. This may lead to a decision that behavioural management and heightened observation of the forensic client is the solution.

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