Evidence-based psychological practice with ethnic minorities: Culturally informed research and clinical strategies.

2016 ◽  
Keyword(s):  
Ethnic Minorities ◽  
Evidence Based ◽  
Psychological Practice ◽  
Culturally Informed ◽  
Clinical Strategies

Culturally Informed Evidence-Based Organizational Change and Development Through the Lens of Complexity Theory

2019 ◽  
pp. 140-154 ◽  
Author(s):  
Maria Cseh ◽  
Beatriz Coningham
Keyword(s):  
Organizational Change ◽  
National Culture ◽  
Complexity Theory ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Evidence Based ◽  
Cultural Environment ◽  
Change Initiatives ◽  
External Consultants ◽  
Culturally Informed

In this chapter, the authors apply the lens of complexity theory to explore evidence-based organizational change and development (EBOCD) in global contexts with external OCD consultants working with organizations located in a national culture other than their own. The authors' research and experience leads them to believe that, while OCD is practiced within the complexity of organizations, the addition of cross-cultural dimensions significantly exacerbate the contradictions and paradoxes OCD practitioners need to manage, making change initiatives and their results more unpredictable. The authors highlight the experiences of global OCD external consultants to illustrate this added complexity and discuss how practitioners should apply evidence in a complex, cross-cultural environment.

Show Don’t Tell: Diversity Dishonesty Harms Racial/Ethnic Minorities at Work

2020 ◽  
Vol 46 (8) ◽  
pp. 1171-1185
Author(s):  
Leigh S. Wilton ◽  
Ariana N. Bell ◽  
Mariam Vahradyan ◽  
Cheryl R. Kaiser
Keyword(s):  
African American ◽  
Ethnic Minorities ◽  
Experimental Methods ◽  
Recruitment Strategy ◽  
Evidence Based ◽  
Diversity Climate ◽  
Total N ◽  
Fitting In ◽  
Workplace Setting ◽  
Racial Ethnic

Organizations aim to convey that they are diverse and inclusive, in part, to recruit racial minorities. We investigate a previously unexamined downside of this recruitment strategy: diversity dishonesty, that is, belief that an organization is falsely or incorrectly inflating its actual diversity. In four studies (total N = 871), we found that diversity dishonesty heightened minorities’ concerns about fitting in, being authentic, and performing well at the organization. We also found that evidence-based cues (which “show” observers whether the organization has a positive or negative diversity climate), but not expressed cues (which “tell” observers about the organization’s diversity), affect these expectations. Using correlational methodologies, Study 1 found these effects were pertinent to African American and Latinx participants’ beliefs about their current workplaces, holding other diversity-related measures constant. Studies 2 to 4 used experimental methods to replicate these findings with African American participants, using a hypothetical workplace setting.

How to Help Hospitals Achieve Their Mission Through Good Design

2012 ◽  
Vol 5 (3) ◽  
pp. 7-11 ◽  
Author(s):  
Barry S. Rabner
Keyword(s):  
Performance Indicators ◽  
Acute Care Hospital ◽  
Evidence Based ◽  
Care Hospital ◽  
Critical Factors ◽  
Design Decisions ◽  
Hospital Executives ◽  
Clinical Strategies ◽  
New Facility

In 2003, Princeton HealthCare System (PHCS) completed a strategic plan that called for replacing its 220-bed acute care hospital—a decision driven by the need to serve a growing and aging population and the demand for new programs, services, technologies, and clinical strategies. As hospitals nationwide undertake similar projects to replace aging facilities, they face many of the same challenges. Various factors must be considered when designing a new hospital. Two significant obstacles to great design exist: First, hospital executives understand the economic and clinical drivers that affect hospital care and financial performance but often lack an appreciation for how design decisions can impact these critical factors. Second, CEOs often delegate oversight to others in the organization. The CEO's direct participation is necessary to ensure that the project reflects the organization's values and strategic and operational objectives. Solutions to address this dilemma include increased use of evidence-based design and strategies such as tying payment for design services to long-term facility performance indicators. Effective partnerships among healthcare planners, facility designers, and hospital executives will result in a new facility whose design promotes improved clinical outcomes, greater patient satisfaction, and financial viability.

Training in Evidence-Based Psychological Practice at the Master’s Level

2018 ◽  
Vol 32 (1) ◽  
pp. 3-14 ◽  
Author(s):  
Caleb W. Lack ◽  
Robert Doan
Keyword(s):  
Mental Health Professionals ◽  
Low Income ◽  
Behavioral Problems ◽  
Anxiety And Depression ◽  
Evidence Based ◽  
Master's Level ◽  
Master's Students ◽  
Psychological Practice ◽  
Course Content ◽  
Short Period

Although a wealth of evidence supports the use of evidence-based psychological practice (EBPP) for clients with diverse difficulties, from anxiety and depression to behavioral problems, the majority of training in EBPP takes place at the doctoral and postdoctoral level. This is problematic given that there are many more master’s level mental health professionals than doctoral ones, especially in rural and low-income areas. This article outlines a model for a 60-hour training program that focuses on preparing master’s students to become competent in the practice of EBPP in a relatively short period of time, while at the same time meeting requirements for licensure in most states. Course sequence, course content, clinical experience, and supervision issues are all addressed, as are challenges to implementation of the model.

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