Mark Butler, Michael Savic, David William Best, Victoria Manning, Katherine L. Mills and Dan I. Lubman
The purpose of this paper is to examine the strategies utilised to facilitate the wellbeing of workers of an alcohol and other drug (AOD) therapeutic community (TC)
Abstract
Purpose
The purpose of this paper is to examine the strategies utilised to facilitate the wellbeing of workers of an alcohol and other drug (AOD) therapeutic community (TC)
Design/methodology/approach
This paper reports on the findings of a qualitative study that involved in-depth interviews with 11 workers from an Australian AOD TC organisation that provides both a residential TC program and an outreach program. Interviews were analysed using thematic analysis
Findings
Three main interconnected themes emerged through analysis of the data: the challenges of working in an AOD TC organisation, including vicarious trauma, the isolation and safety of outreach workers and a lack of connection between teams; individual strategies for coping and facilitating wellbeing, such as family, friend and partner support and self-care practices; organisational facilitators of worker wellbeing, including staff supervision, employment conditions and the ability to communicate openly about stress. The analysis also revealed cross-cutting themes including the unique challenges and wellbeing support needs of outreach and lived experience workers.
Research limitations/implications
Rather than just preventing burnout, AOD TC organisations can also play a role in facilitating worker wellbeing.
Practical implications
This paper discusses a number of practical suggestions and indicates that additional strategies targeted at “at risk” teams or groups of workers may be needed alongside organisation-wide strategies.
Originality/value
This paper provides a novel and in-depth analysis of strategies to facilitate TC worker wellbeing and has implications for TC staff, managers and researchers.
Details
Keywords
David William Best, Catherine Haslam, Petra Staiger, Genevieve Dingle, Michael Savic, Ramez Bathish, Jock Mackenzie, Melinda Beckwith and Dan I. Lubman
The purpose of this paper is to demonstrate how social identity change can support the TC objective of promoting “right living”. This is compatible with the literature on…
Abstract
Purpose
The purpose of this paper is to demonstrate how social identity change can support the TC objective of promoting “right living”. This is compatible with the literature on addiction recovery which has shown that identity change is central to this process. While much of the earlier literature focussed primarily on an individual analysis of change, there is a growing body of research showing the important contribution that social networks, social group membership and associated social identities make to sustainable change.
Design/methodology/approach
The paper describes baseline data for a multi-site prospective cohort study of 308 clients entering therapeutic community (TC) treatment and characterizes the presenting profile of this cohort on a range of social identity and recovery measures at the point of TC entry.
Findings
The sample was predominantly male with a mean age of 35 years, with the large majority having been unemployed in the month before admission. The most commonly reported primary substance was methamphetamine, followed by alcohol and heroin. The sample reported low rates of engagement in recovery groups, but access to and moderate degrees of social support was also reported in the period prior to admission.
Research limitations/implications
The paper highlights the important role that TCs play in facilitating identity change and in promoting sustainable recovery.
Practical implications
The paper discusses opportunities for working with social identities both during residence and in community re-integration, and highlights what TCs can do to support and sustain recovery.
Social implications
The paper brings to light the potential contribution of social group membership and social identity change to management of recovery in TC settings.
Originality/value
The study described provides an innovative way of assessing TC effectiveness and testing novel questions about the role of social identity and recovery capital as key predictors of change.
Details
Keywords
The management of children′s literature is a search for value andsuitability. Effective policies in library and educational work arebased firmly on knowledge of materials, and on…
Abstract
The management of children′s literature is a search for value and suitability. Effective policies in library and educational work are based firmly on knowledge of materials, and on the bibliographical and critical frame within which the materials appear and might best be selected. Boundaries, like those between quality and popular books, and between children′s and adult materials, present important challenges for selection, and implicit in this process are professional acumen and judgement. Yet also there are attitudes and systems of values, which can powerfully influence selection on grounds of morality and good taste. To guard against undue subjectivity, the knowledge frame should acknowledge the relevance of social and experiential context for all reading materials, how readers think as well as how they read, and what explicit and implicit agendas the authors have. The good professional takes all these factors on board.
Details
Keywords
Bookmakers William Hill receives around 40,000 job applications per year. Find out how an automated interviewing system has ensured they get high‐quality candidates as well as…
Abstract
Bookmakers William Hill receives around 40,000 job applications per year. Find out how an automated interviewing system has ensured they get high‐quality candidates as well as saving time and money.
Details
Keywords
William Baumol is best-known as an academic. He was a prodigious researcher and publisher of texts on microeconomic theory, and a highly regarded educator with roles as head of…
Abstract
William Baumol is best-known as an academic. He was a prodigious researcher and publisher of texts on microeconomic theory, and a highly regarded educator with roles as head of the Department of Economics at Princeton University, director of the C.V. Starr Center for Applied Economics and director of the Berkley Center for Entrepreneurship and Innovation at New York University. Less well-known were his engagements as a corporate consultant, notably for the telecommunications monopoly AT&T. Baumol’s work as an advisor, expert witness and theorist for AT&T spanned three decades from 1966. His relationship with AT&T arguably forms the context within which we can better understand his work on contestability theory, which he developed with a team of economists working for AT&T’s Bell Telephone Laboratories in the 1970s. Contestability theory was later deployed as a policy tool to justify industry deregulation and even advocate for monopolies and oligopolies on the ground that they were optimally efficient industry structures if potential competitors faced low barriers of entry. Baumol’s intellectual contribution to contestability theory was arguably influenced by the Chicago school and by AT&T’s drive toward the technological integration of telecommunications. Contestability was a rebellion against economic orthodoxies concerning competition and government regulation, and the status quo within AT&T which opposed market competition on the ground that it threatened the technological integration of the Bell system. The outcome was a revolution in industrial organization that would pave the way for the emergence of platform business models incorporating multi-sided and two-sided markets as exemplified by Amazon and Uber.
Details
Keywords
In 1899 the medical practitioners of Dublin were confronted with an outbreak of a peculiar and obscure illness, characterised by symptoms which were very unusual. For want of a…
Abstract
In 1899 the medical practitioners of Dublin were confronted with an outbreak of a peculiar and obscure illness, characterised by symptoms which were very unusual. For want of a better explanation, the disorder, which seemed to be epidemic, was explained by the simple expedient of finding a name for it. It was labelled as “beri‐beri,” a tropical disease with very much the same clinical and pathological features as those observed at Dublin. Papers were read before certain societies, and then as the cases gradually diminished in number, the subject lost interest and was dropped.
William C. Finnie and Stanley C. Abraham
Strategy & Leadership contributing editors interviewed researcher Jim Collins. Collins is author of two influential books: Built to Last: Successful Habits of Visionary Companies…
Abstract
Strategy & Leadership contributing editors interviewed researcher Jim Collins. Collins is author of two influential books: Built to Last: Successful Habits of Visionary Companies co‐authored with Jerry Porras, and Good to Great: Why Some Companies Make the Leap … and Others Don’t. Some key points Collins makes are: The transition from good to great all began with a Level 5 leader. The essence of Level 5 leadership is having an ambition for the cause of the work‐the outcome, the company, the organization‐above the self; also, at the same time, having the ferocious, frightening, terrifying willfulness to act upon that ambition. Most Level 5 leaders understand that their report card only comes in when their successor succeeds. In most cases, but not all, their successors were even more successful than they were. That’s different from the comparison cases, where a number of the executives defined their success in terms of their successor failing. All the good‐to‐great CEOs said “I am not going to answer the ‘What to do’ question until I’ve got the right people. And we will not determine where to drive this bus until we decide who should be on the bus, who should be off the bus, and who should be in what seat.” In the comparison companies, you have leaders who often came in with “the what” and then tried to get everybody to go there, whereas the good‐to‐great companies had leaders who began with the “who” and then figured it out from there. The idea that you first get the right team and only later figure out where to drive the bus is absolutely contrary to what everyone learned in business school. The great companies understood what they could absolutely be the best in the world at. And also, “If we can’t be the best in the world at it then we shouldn’t be doing it.” They wanted to have a profound understanding of their economics and how to fundamentally change them. And they put a high premium on things that they were very passionate about.
Details
Keywords
“The year covered by the report starts in July, 1945, and ends in September, 1946. During this time the Council has had many complicated administrative tasks to perform because…
Abstract
“The year covered by the report starts in July, 1945, and ends in September, 1946. During this time the Council has had many complicated administrative tasks to perform because the period is the first almost complete year covering the change‐over from war to peace. In July of last year the ice cream trade was in the middle of one of the most phenomenal sets of conditions in the whole of its varied existence. It will be remembered that 60 per cent. of the pre‐war usage of sugar and an allocation of shimmed milk powder was still available to the trade, but the quantities were relatively small compared with the enormous public demand for our product, and the ice cream trade had begun to attract the attention of unscrupulous speculators. Every effort was made by the Ministry of Food, who alone had the power to exert any regulation whatever, to prevent unauthorised persons from entering the trade. These efforts were not always successful, but the Association took whatever steps lay in its power to assist the Ministry to prevent firms who had never been in the trade before starling the manufacture and the sale of ice cream, to the detriment of the established trader who had been doing his very best against almost overwhelming obstacles. The loose interpretation of the right of a caterer to make and sell ice cream was for a long time a most difficult problem, but during the year the Ministry of Food Executive Officers have managed to curtail a great many of the unauthorised sales of ice cream which were taking place at points far distant from the caterer's premises when the product had been made with materials obtained under a catering licence. In many of the large cities this type of trade brought the whole industry into disrepute because various forms of ice cream were being sold to the public at fantastically high prices. The whole problem of the manufacture of ice cream has been the subject of discussions by the members of the Technical Advisory Committee, mainly on the subject of proposed standards of quality and bacteriological purity. The Executive Council is indebted to the painstaking efforts of the members of this Committee for their careful researches and many long discussions. The work undertaken by the Ministry of Food and the knowledge it has gained in dietetic values during the years of war‐time feeding of the British population has been considered very carefully and the point of view of what constitutes the maximum nutrition in ice cream has altered from the pre‐war knowledge of rating the value of ice cream in accordance with the highest possible milk fats content. Professor Sir Jack Drummond, when he was the Nutritional Officer to the Ministry of Food, emphasised the need in the everyday diet of both children and adults, of the maximum amount of milk minerals and milk solids not fat. In normal times when ingredients are in free supply there is no difficulty with either children or grown‐ups in obtaining plentiful supplies of fat, but almost all of the value of the milk solids not fat has been forgotten or else brought into disrepute following the laws which were passed many years ago compelling tins of condensed skimmed milk to be marked ‘Unfit for Babies.’ The Technical Committee, taking all of these facts into consideration, has evolved a standard which has been agreed by the Executive Council and submitted to the Ministry of Food, designed to give the best type of ice cream, planned in such a way that the maximum amount of milk‐solids‐not‐fat can be included. This skimmed milk powder can be incorporated into the mix and still keep a reasonable quantity of fat, which in the Committee's opinion should consist only of milk fat. After the most careful research and discussions, having in mind the interest of the small trader who cannot install very elaborate machinery, it was agreed by the Committee that, when fresh dairy cream becomes available again, a minimum standard of milk fat in ice cream should be arranged to include the use of both fresh dairy milk and cream as well as enough skimmed milk powder to bring the total to a correct balance of ingredients which would freeze in the average type of freezer without becoming sandy or crystallised. There was a good deal of experience on which the Committee could base its findings, obtained from the use of the standards put into force by the Government of Northern Ireland before the war; these were not fully balanced and required some adjustment. Negotiations on the question of the standard between Ice Cream Alliance and the Wholesale Ice Cream Manufacturers' Federation were conducted at great length and the different points of view were examined with the utmost care. It has been found, however, that the proposals by the different Associations cannot be reconciled to form one standard common to the best interest of the members of both Associations. The Ice Cream Alliance has been safeguarding the welfare of the general public and thereby the future trade of its members, and it has insisted that the minimum standards which its Technical Committee has recommended should not be varied in principle to comply with the somewhat wider interpretation of the Wholesale Federation. One point upon which the Technical Committee lays great stress is that the tests for the standard should always be conducted by sampling the finished ice cream as delivered to the consumer, and not the ice cream mix as made in the factory. This would place definite limitations on the amount of over‐run which could be permitted and would prevent any ice cream manufacturer, regardless of his type of machinery, from giving a smaller quantity of fat or milk solids to the consumer, than his competitor who might have less elaborate and expensive machinery. It has, of course, been made clear that all questions relating to a standard for ice cream refer not to the present period of emergency, with its substitute ingredients, but to the time when all ingredients can be purchased free of any restriction by every ice cream manufacturer. There is no doubt that if it were possible to evolve a standard of substitute ingredients it would be of the greatest advantage to the trade, but this cannot be done until the right ingredients, namely skimmed milk powder, fat and sugar are made available to every member of the trade in equal proportions. Your Executive Council has approached the Minister of Food on various occasions seeking an interview to put these points before him and to emphasise the need for better and more consistent supplies of the right types of materials so that ice cream can be made worthy of its name by all manufacturers. It is also anxious to remove the difference in the allocations as between the larger manufacturer who receives 70 per cent. of his datum usage of fat and the ice cream trader who made his product in pre‐war days only from fresh milk, and who is now prohibited from making an ice cream for consumption with more than about 2¼ per cent. fat. The serious world position and shortage of food materials has, of course, worked against this project, and until there is some easing of the supply of raw materials for better distribution within the world as a whole, the British Government has found it is unable to provide supplies of the right ingredients. Your Chairman and Executive Council are, however, using every effort to bring about the desirable situation as quickly as possible. In recent months there had been major disasters to the trade which had been caused by the outbreak of typhoid fever conveyed through carriers of this disease to members of the general public through the medium of ice cream. These outbreaks have led to a tremendous amount of wrongful reporting in the daily Press and the many quite unjustified allegations against both the ice cream traders and the Local Government officials, particularly the Sanitary Inspectors and Medical Officers of Health, who are responsible for the interpretation of the 1938 Food and Drugs Act controlling the registration of ice cream manufacturing premises, and who have worked very hard to help both the trade and the public. It must be agreed that many ice cream manufacturers have been working without very much knowledge of the responsibilities of their trade and under enormous handicaps, due to the dilapidations caused by six years of war and their inability to have building work and decorations carried out to make their small factories suitable for the manufacture of ice cream. These years of war have also led to a much greater wear and tear on ice cream plant than would normally have been the case, because the trade has had to put up with flour instead of skimmed milk powder even before it was shut down in 1942. Deterioration and rust during the shut down period from September, 1942, until December, 1944, was even greater than if the plant had been in constant use even with substitute materials. The result has been that many ice cream traders have been faced with enormous difficulties of plant renewals at a time when machinery is unobtainable, with the result that unhygienic vessels and utensils have had to be kept in service, which in the ordinary way would have been scrapped many years ago. The Alliance is taking every step possible with the other Associations that manufacture plant equipment and utensils, to improve supplies to those who need the articles, but here again supplies of raw materials to the machinery equipment manufacturers are growing worse and worse. It is because of this situation that in the negotiations with the Ministry of Health regarding the compulsory heat treatment programme the greatest latitude is being requested so that no regulations would be brought into force until the trade is in a position to comply with them without undue hardship. We would like to record our appreciation to the other Associations who have expressed their willingness to collaborate with us for the good of the trade as a whole.”
Yes; “the friendliest library in the world” is Joseph Hone's description of the National Library of Ireland, and according to Stephen Gwynn it was under “one of the most…
Abstract
Yes; “the friendliest library in the world” is Joseph Hone's description of the National Library of Ireland, and according to Stephen Gwynn it was under “one of the most enthusiastic librarians the world has known”. They wrote of a time when Thomas W. Lyster, Dr. R. I. Best and William Kirkpatrick Magee were that Library's eager hosts. Happily Dr. Best and Mr. Magee are with us. It is my misfortune not to have met them. But Lyster I knew well; he was my friend, as far as friendship is possible to men who meet only at Conferences, and when all the approaches must come from the “don”.