Consultancy and Advising in Forensic Practice: Empirical and by Adrian Needs(eds.)

By Adrian Needs(eds.)

The 1st e-book to use the trendy idea and methods within the consultancy strategy, proposing a transparent, functional procedure distinct in particular at forensic concerns and contexts. 

  • The first booklet to use consultancy literature to a forensic environment
  • Provides a mix of the theoretical and functional underpinnings wanted in consultancy paintings, delivering a improvement of information with useful program
  • Brings jointly papers from researchers, teachers, practitioners and specialists inside of forensic psychology while drawing upon services in enterprise consultancy and management
  • Chapters mix mental, moral, managerial and evaluative points into themed summaries
  • Offers instructions for extra examine and perform improvement

Content:
Chapter One The position of a specialist: functionality, abilities, Competences and Presentation (pages 1–16): Carol A. Ireland
Chapter Key phases and elements within the Consultancy procedure and dating: the significance of Stakeholders, Organisational limitations, tradition and Their administration (pages 17–34): Carol A. Ireland
Chapter 3 Theoretically pushed education and Consultancy: From layout to assessment (pages 35–50): David Vickers, Eliza Morgan and Alice Moore
Chapter 4 moral concerns within the Consultancy and Advisory method (pages 51–67): Dr Susan Cooper and Martin Fisher
Chapter 5 the applying of Cognitive Interview ideas as a part of an research (pages 69–90): Dr Andy Griffiths and Dr Becky Milne
Chapter Six appearing because the advisor consultant in a drawback state of affairs (pages 91–107): Martin Fisher and Carol A. Ireland
Chapter Seven felony Consulting: delivering services in Written and Oral Testimony (pages 108–122): Professor Jane L. Ireland
Chapter 8 the advance of a pragmatic Behavioural switch Framework: A Case learn inside a countrywide legislations Enforcement service provider (pages 123–142): Simon Keslake and Ian Pendlington
Chapter 9 interpreting the hyperlink among functionality and worker Engagement in a Forensic environment: Care sufficient to accomplish good? (pages 143–162): Suzy Dale
Chapter Ten examining safe associations (pages 163–182): Dr Louise Falshaw
Chapter 11 powerful education in motion: From Contracting to evaluate (pages 183–202): Eliza Morgan, David Vickers and Alice Moore
Chapter Twelve Systemic Failure and Human blunders (pages 203–219): Dr Adrian Needs
Chapter 13 undertaking administration: in the direction of more suitable utilized Psychology (pages 220–241): Professor Roisin corridor and Donald Darroch

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Extra resources for Consultancy and Advising in Forensic Practice: Empirical and Practical Guidelines

Example text

As such, the psychologist talks to each member of John’s staff and asks them to identify the root of the conflict. There are a number of potential traps the psychologist as a consultant may encounter. Firstly, the consultant may be unclear as to who their client is. John Smith may well have approached the psychologist as the consult- KEY STAGES AND FACTORS IN CONSULTANCY 33 ant, but the consultant’s client may also be the other staff and wider organisation. Further, the consultant may assume that John Smith’s assumptions are correct, and focus solely on conflict, asking the team about conflict, when indeed no conflict may exist, but simply a perception of conflict.

34 CAROL A. IRELAND Such an approach may not fit all organisations, with some preferring a greater sense of structure and clear planning. This chapter has highlighted the complexity for the consultant when considering the presenting issue or problem, with some suggestions as to how to manage a range of areas, both the environmental influences and challenges within the organisation itself. It is not possible to fully explore all potential factors and influences to a problem or issue, and neither is it possible to explore all possible methods by which to assist the consultant in this process.

For example, if the quality of the canteen food for forensic clients is believed to be of poor quality, and staff struggle to recognise this, then suggesting that staff eat from the clients’ canteen for a week can be a useful strategy. This may not necessarily be with regard to all staff, but key staff who present with a degree of influence. This may also be applied to a forensic ward or wing environment where staff may report dissatisfaction with the operational dayto-day running of the ward. Key staff spending a period of time in the environment and experiencing the difficulties first hand can again be a useful approach.

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