Visioning for the Future: What Can Educational Leaders Do to Build a Shared Commitment to Interagency Collaboration?
Interagency collaboration is being touted as a means for schools to address the increasing social, emotional and health care needs of students. In this article, we contend that if interagency collaboration is to become more than a buzzword, then school leaders must work diligently to build a shared commitment to the school's vision by engaging service providers in sustained and collective discussions and decisions about the school's direction. Two promising approaches for building this shared commitment—strategic planning and collaborative visioning—are highlighted, including a discussion of how several newly-formed collaboratives are confronting the cultural, procedural/regulatory, and personal barriers that prohibit meaningful interagency collaboration.
The TQE Principal: A Transformed Leader
Understanding How the Work of Groups Fits into the School's Vision Involving Both 'Customers' and 'Suppliers' for Improved Outcomes Optimizing the Talents of All Staff Members Being Coaches and Counselors - Not Judges Making Quality Decisions Based on Data Building a Professional Learning Community A TQE Model for Instructional Leadership Planning and Troubleshooting Guide
From conflict to collaboration: psychiatry and the hospital police.
Social control is one of the major tasks of the profession of psychiatry (Astrachan, Levinson, and Adler 1976; Adler, Astrachan, and Levinson 1981). The reduction and control of deviant behavior in the community, in the hospital, and on the psychiatric ward are essential, if underappreciated, responsibilities which psychiatrists must negotiate every day. In large urban general hospitals, an increasingly common site for psychiatric programs, deviant behavior derives both from the psychopathology of the patients and from the intrusion of criminal influences from the community. Many urban hospitals have an institutional police force that, like the psychiatry service, is charged with responsibility for managing deviant behavior, albeit through law enforcement methods rather than clinical ones. In recent years law enforcement officers and psychiatrists have increasingly become involved with each other in areas where their social control responsibilities overlap. This increased involvement has often been accompanied by tension, distrust, and, at times, overt antagonism between the two groups. This paper will describe and analyze fundamental sources of this tension and outline one approach to its reduction.