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Changing the Institution—Research in Action

Published online by Cambridge University Press:  02 January 2018

Andrew Quarry
Affiliation:
Severalls Hospital, Colchester
Rosemary Rayner
Affiliation:
Severalls Hospital, Colchester
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Large psychiatric hospitals are notoriously resistant to change. Their size and organisational complexity inevitably hinder their capacity to keep pace with trends. The serious consequences of a system that has ceased to adapt have been documented many times. Stereotyped routines and practices combine with rigid and bureaucratic management structures to produce the phenomenon of staff ‘burn out’, the “I've seen it all before and it doesn't work” syndrome.

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Articles
Creative Commons
Creative Common License - CCCreative Common License - BY
This is an Open Access article, distributed under the terms of the Creative Commons Attribution (CC-BY) license (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted re-use, distribution, and reproduction in any medium, provided the original work is properly cited.
Copyright
Copyright © Royal College of Psychiatrists, 1988

References

1 Wing, J. J. & Brown, G. W. (1970) Institutionalism and Schizophrenia. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
2 Georgiades, N. J. & Phillimore, L. (1975) The myth of the hero-innovator and alternative strategies for organisational change. In Behaviour Modification with the Severely Retarded (eds. Kiernan, C. C. and Woodford, F. D.). Amsterdam: Associated Scientific.Google Scholar
3 Ryan, P. (1979) Residential care for the mentally disabled. In Community Care for the Mentally Disabled (eds. Wing, J. K. and Olsen, R.). Oxford: Oxford University Press.Google Scholar
4 Baker, R. & Hall, J. N. (1983) Users Manual for REHAB. Aberdeen: Vine.Google Scholar
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