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This paper challenges the medically dominated mental health orthodoxy in Britain. It advocates an integrated community development approach underpinned by anti‐racist, empowering practice. It offers successful practice examples of a holistic, self‐governed mental health system for Black people in Britain. The paper draws on the philosophy of social action and Ubuntu, the African model of collective support, and arguments for empowerment and participation. Together these influences form the basis of community development work in Britain and globally.

This study examined the personal characteristics and social context of two groups of women with learning disabilities and psychiatric disorders who resided in some form of community residential facility. One group of women had been admitted to hospital in the past 12 months (N = 20) and the other had been maintained in the community without any admissions (N = 33). A prospective natural group comparison design was employed over a 12‐month period to study any differences between the groups. Data was collected from the women's key workers using a pro forma and three standardised instruments: Index of Social Competence, Aberrant Behaviour Checklist and the PAS‐ADD Checklist. The groups were matched on age and level of learning disabilities. Differences were found between the groups' behavioural and psychiatric profiles. Anti‐psychotic medication was the first line of treatment. A non‐significant trend was found on negative life experiences, and a binary logistic regression analysis confirmed that high levels of challenging behaviour and having behavioural/mental health management strategies in place predicted hospital admission. The findings of this study are discussed and improvements are explored.

Argues that organizational rules have developed over time to serve the needs of both workers and managers. Unfortunately, it is being found that rules are double‐edged; they restrict both the rule maker and the potential rule breaker. It is clear that many existing workplace rules do not serve the needs of anyone involved. Discusses several reasons why rules are difficult to change and suggests ways in which to facilitate changes in workplace rules. Concludes that, in order for rules governing existing workplace practices to change, all the relevant stakeholders must expect to gain from their revision.