An exploration of the therapeutic process while using computerised cognitive behaviour therapy

Background: Modern technologies that offer an alternative to face‐to‐face therapy have gained ground in the NHS. Critics have argued that some of the important elements of the therapeutic change process necessarily require a human therapist. Yet, the traditional understanding of the change process in psychotherapy is challenged by evidence that some computerised cognitive behaviour therapy (cCBT) programs may be as effective as face‐to‐face therapy, suggesting that in certain cases the interaction between user and a cCBT product satisfies sufficient criteria for personal change without the need for actual human contact. Aim: This study used the cCBT package Blues Begone as a means of investigating the process by which a computer‐mediated program helped adults with mild depression help themselves. Method: Seven qualitative interviews were conducted with mildly depressed users who had completed Blues Begone in their own homes without any additional human help or support. Findings: Interpretive phenomenological analysis (IPA) was performed with four main themes emerging. These were: the meaningful relationship; shape from confusion; stimulation and empowerment. This study illustrates some of the ways that some depressed users make use of cCBT self help.     

Out of the chaos

This paper describes key processes of organizational change and instability, both internal and external to the workplace involved, over a 5 year period. It is an attempt to use psychoanalytic variables to illuminate the underlying issues involved. The case study concerns a caring service located within a public sector organization. Material will be presented on the psychodynamic aspects of upheaval and change. Changes in organizational culture will be described with the emphasis on organizational regression, mourning, and resistance to change. The operation of projective and introjective mechanisms, and the role of transference in relations between management and staff will be considered. Leadership, organizational culture and issues of dependency, authority, role, boundary and difference will then be explored.     

Politicised religion and the religionisation of politics

The dilemmas of dealing with difference are currently at the heart of our society. Among the anomalies of our age is the survival and even flourishing of complex systems of values based on religion. However, we see that mosques flourish, ethnic associations with religious undertones multiply and religion is present in the public sphere through conflicts about religion or persons believed to be religious. Islam is a much discussed topic. The line between private and public religion is as thin as ever, and I would argue so is the line between religion and politics. This can be observed at two levels. First, the invocation of religion in the political discourse, leading to the politicisation of religion and second, as the influence religion has on political life, the religionisation of politics.     

Frequent Versus Non-frequent Prompts and Task Performance in Persons with Severe Intellectual Disability

Abstract

This study extended the evaluation of frequent vs non-frequent prompts to support task performance with people with severe intellectual disability. Three participants were involved in the study. The data indicated that the frequent prompts strategy promoted higher levels of on-task behaviour and correct responding for 2 participants and on-task behaviour for 1 participant. The relation of these data with previous findings and their implications for daily occupation programmes for persons with severe developmental disabilities are discussed     

Introducing Assertiveness Training in Hungary

Abstract

The preliminary results of an evaluation of a systematic assertiveness training programme (based on a cognitive-behavioural approach) in psychiatric care in Hungary are presented. The method adopted was specific to the Hungarian/Middle-European circumstances since people had difficulty in exercising their personal rights in the past. In groups of “neurotic” patients and comparison subjects three questionnaires (the Rathus-scale (R), the Assertiveness Inventory (AI) and the Uncertainty Questionnaire (UQ)) were administered at the beginning and at the end of the treatment. The training programme consisted of eight sessions with an emphasis on education about assertiveness and on the practice of skills such as saying “no” or standing up for oneself. A statistical analysis indicated significant improvement in the social skills of the participants, while an item analysis showed high internal consistency in all three questionnaires, and a concurrent validity analysis revealed a strong correlation between the Rathus-scale and the Assertiveness Inventory. The results indicate that assertiveness training can be used effectively in mental health care in Hungary.     

Safety Behaviour Enhances the Acceptability of Exposure

Compulsive washing and contamination fears are among the most common symptoms of obsessive-compulsive disorder (OCD). Research suggests that exposure and response prevention (ERP) is effective for OCD. However, ERP is prone to dropouts and refusals, and a substantial proportion of clients therefore do not receive the care they need. A proposed solution involves the judicious use of safety behaviour to enhance the acceptability of exposure-based interventions. The current study aimed to test this proposed solution. Participants were 70 undergraduate students who completed two exposure exercises for contamination fear, one with safety behaviour and one without. Participants then rated the acceptability of the two exercises. Exposure with safety behaviour (ESB) was rated as significantly more acceptable than ERP. Furthermore, subjective fear ratings were lower and behavioural approach to a series of contaminants was greater in the ESB condition. Results demonstrated the acceptability-enhancing potential of safety behaviour in exposure, and are discussed in terms of both theoretical and practical aspects of safety behaviour, exposure, and evidence-based interventions for anxiety disorders.     

Good intentions and failed implementations: Understanding culture-based resistance to organizational change

Based on the insight that culture shapes resistance to change in an organization, and the recognition that cultures of organizations are embedded in a broader societal culture, this study seeks to provide empirical evidence on how societal-based cultural understandings and values within an organization serve as a source of resistance to change among employees. The study is based on a case study of a medium-sized Turkish company. The study shows how certain managerial decisions toward a professionally running organizational design are difficult to implement due to societal-based patterns of understandings and meaning systems gathered around status, hierarchy, and emotion-based (personalized) relations in the company.     

Work engagement and voluntary absence: The moderating role of job resources

The present study examined the moderating role of job resources, namely, organizational trust, the quality of employees’ relationship with their manager, and the motivating potential of jobs, on the negative relationship between work engagement and voluntary absence. Employee survey results and absence records collected from the Human Resources department of a construction and consultancy organization in the United Kingdom (n = 325) showed that work engagement was negatively related to voluntary absence, as measured by the Bradford Factor. Furthermore, the results showed that organizational trust and the quality of employees’ relationships with their line managers ameliorated the negative effect of relatively low levels of engagement on voluntary absence. Theoretical and practical implications of the findings are discussed.     

Keep the fire burning: Reciprocal gains of basic need satisfaction,intrinsic motivation and innovative work behaviour

Drawing on insights from self-determination theory, we explored the dynamic relationship between intrinsic motivation and innovative work behaviour (IWB) over time. Specifically, we investigated how basic need satisfaction influences IWB through its effect on intrinsic motivation and how IWB in turn affects basic need satisfaction as measured the next day (i.e., a reciprocal relationship). The current study used a longitudinal design comprising a 6-day period and relied on multi-source data from 76 students in industrial product design and electronic engineering who participated in an innovation boot camp. In general, results provided support for the mediating role of intrinsic motivation in the relationship between basic need satisfaction and IWB, as well as the reciprocal relationship between basic need satisfaction and IWB.     

Local/foreign status,cultural background,and organizational citizenship behaviour: A study among foreign and local workers in The Netherlands

A study in Singapore (Ang et al., 2003 Ang, S., van Dyne, L. and Begley, T. M. 2003. The employment relationship of foreign workers versus local employees: A field study of organizational justice, job satisfaction, performance, and OCB. Journal of Organizational Behavior, 24: 561–583. [Crossref], [Web of Science ®] , [Google Scholar]) found that foreign employees displayed a lower tendency to engage in Organizational Citizenship Behaviour (OCB) than their local counterparts. The explanation was that foreign employees often experience their employment relation as more disadvantageous. The present study attempted to investigate possible differences in OCB between foreign and local workers in The Netherlands. In addition, it aimed to ascertain what role the cultural dimension of “individualism–collectivism” plays in this connection. Contrasting the expectations, the foreign employees reported a higher propensity to pursue OCB than local workers. The difference in behaviour could not be explained by cultural differences. It was argued that economic and personal motives of foreign workers might have affected the self-reports of their organizational behaviour.