Case Study: The Development of a Mental Health Policy

Sue Dopson

Chapter 6 in Managing Ambiguity and Change, 1997, pp 121-142 from Palgrave Macmillan

Abstract: Abstract This chapter documents how a District’ General Manager (DGM) sought to improve mental health services in his district and the problems he encountered. The analysis counterposes the DGM’s relatively involved perception of these problems with an understanding of these problems as revealed by a relatively detached, sociological analysis. The case study is intended to illuminate the process-sociological approach which, it has been argued, is helpful in understanding a common aspect of managed change, namely unplanned outcomes.1

Keywords: Mental Health; Mental Health Service; Policy Process; Core Group; Game Model (search for similar items in EconPapers)
Date: 1997
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-37514-7_6

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230375147

DOI: 10.1057/9780230375147_6

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().