You are John Porter, the new director of activities therapies in a large state-sponsored mental health center. The department includes recreational therapists, art therapists, music therapists, and a horticulture therapist. The rest of the treatment team consists of psychiatrists, psychologists, counselors, nurses, and social workers.
The activities therapists do not feel that they are given the same degree of status or respect as the other treatment team members. Their advice is rarely sought; they are not required to report at team meetings; and they do not feel their contributions to patient progress are understood.
If this lack of morale was not a problem enough, you are being asked to provide regular staff for select evening and weekend assignments, which are currently handled by part-time personnel. The activities therapists are reluctant to work at these times, even on a rotating basis. They have made it clear that, although there is no formal contract or other stipulation of work schedules, they are not willing to give up their “free” hours for this job. You have concluded that both their morale and sense of professional commitment are low.
Questions:
What are the fundamental causes of the difficulties you are facing in working with the therapists?
Are the two problems discussed in the case related in your opinion?
What specific steps would you take to deal with the overall problem of morale? How could you improve both situations, and particularly how could you make the evening and weekend work assignment acceptable to staff members? Should you? For what reason would it be important to have full-time staff working during those hours rather than part-time?
