Analysis of Change Within a Mental Health Organization: A Participatory Process

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Abstract

This article documents the process of change of a mental health organization, using a case study that illustrates a shift in philosophy and practice based on the concepts of empowerment and community integration. The case study includes the context and motivation for change, planning and implementation, and outcomes of the change process. Drawing on personal experience and extensive evaluation information, three critical shifts are discussed in terms of issues and learnings: changing service delivery toward more individualized support, broadening the “ownership” base through stakeholder involvement, and beginning to shift the power and control through consumer participation. Dilemmas and paradoxes are noted throughout the process.

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