The challenge of managing community mental health teams
Steve Psychol MSc AFBPsS CClin,
Richard Standen CQSW, DMS,
,
Corresponding Author
Steve Psychol MSc AFBPsS CClin
Centre for Mental Health Services Development, London, Kings College London
Steve Onyett Tizard Centre Beverly Farm University of Kent Canterbury Kent 7LZ UKSearch for more papers by this authorRichard Standen CQSW, DMS
Tizard Centre, University of Kent
Mental Health Services, Kingston-upon-Thames Social Services
Search for more papers by this authorCentre for Mental Health Services Development, London, Kings College London
Search for more papers by this authorSteve Psychol MSc AFBPsS CClin,
Richard Standen CQSW, DMS,
,
Corresponding Author
Steve Psychol MSc AFBPsS CClin
Centre for Mental Health Services Development, London, Kings College London
Steve Onyett Tizard Centre Beverly Farm University of Kent Canterbury Kent 7LZ UKSearch for more papers by this authorRichard Standen CQSW, DMS
Tizard Centre, University of Kent
Mental Health Services, Kingston-upon-Thames Social Services
Search for more papers by this authorCentre for Mental Health Services Development, London, Kings College London
Search for more papers by this authorAbstract
Although community mental health teams (CMHTs) have become the main vehicle for coordinating health and social care for people with severe and long-term mental health problems, little research exists on their management. This paper reviews the available literature with reference to the wider literature on innovation and organizational behaviour and examines strategies for improving CMHT management at macro and team level. The challenges of researching the topic are described with recommendations for further research based on social constuctivist theorizing and triangulated methodology.
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