THERAPIST-CONDUCTED CONSULTATION: USING CLIENTS AS CONSULTANTS TO THEIR OWN THERAPY

Using qualitative research methodology, the authors developed an in-session therapeutic procedure called the therapist-conducted consultation (TCC) which is designed to enhance the therapist-client collaborative relationship. In the TCC, the therapist and client(s) relinquish their traditional roles and discuss the client's treatment. During this process, clients are invited to (a) share their perspective of treatment, (b) assess whether treatment is meeting their goals, and (c) suggest how treatment could change to improve their experience. The three-stage model of the TCC that resulted from the research is presented with a case example.     

The compensation of national union presidents: Moderating effects of union size

Over the last forty years numerous reseachers from the fields of economics, finance, and human resources management have proposed and empirically evaluated a number of models in efforts to identify determinants of executive compensation. Recently, similar research efforts have been undertaken to identify compensation determinants for union officers, both at the local and national levels. As an extension of these works, this study found measures of union financial strength, job complexity, performance and tenure in office to be directly related to national union presidents’ compensation. Although union income and relative union member earnings were the strongest determinants of officer compensation for the sample of unions as a whole, analyses of three subgroups of unions based on size revealed very different findings for large as opposed to small and medium-sized unions.     

Using the coproduction principle: no more throwaway kids

Youth development does not take place only in institutions or even primarily in institutions. It takes place in the core economy-the economy of family, neighborhood, and community. Major challenges include rebuilding the kind of village it takes to raise a child and enabling a child to be part of that rebuilding. Another challenge is to make sure that any external incentives that are provided to youth are linked to activities that build self-esteem and convey a definition of value that is different from that established by money and market price. This chapter provides an introduction to time banking and to coproduction, approaches to youth development that enable youth to participate as major players, as opposed to recipients, in the reshaping of their lives and communities.     

Prediction and Prevention of Child Abuse and Neglect

A high-risk population was successfully identified by the use of perinatal screening procedures. These children encountered significantly different parenting practices than the low-risk "control" group. There were also significant differences between "High-Risk" and "Low-Risk" families on issues concerning social adjustment and mother/infant attachment. Five children in a "High-Risk Nonintervene" group required hospitalization for serious injuries thought to be secondary to abnormal parenting practices. There were no such hospitalizations in either a High Risk Intervene group or a Low Risk group. Labordelivery observations, and postpartum interviews and observations provided the most accurate predictive information; prenatal interviews and questionnaires did not add significantly. Perinatal assessment and simple intervention with families at high risk for abnormal parenting practices significantly improves the infants' chances for escaping serious hospitalized physical injury.     

Father loss and father absence in preschool children

The role of the father in child development is discussed. Children's reactions to the death, separation, or divorce of their fathers are explored. Implications for diagnosis are stated along with specific recommendations for treatment. Crucial factors in diabnosis and treatment were concluded to be: the developmental stage of the child at the time of the loss, the reason for the father's absence, the state of the relationship with the father prior to the loss, the mother's reaction to the loss of her husband, and the environment provided for the child subsequent to the loss.     

Outsourcing to a Powerful Contract Manufacturer: The Effect of Learning‐by‐Doing

The contract manufacturing industry has grown rapidly in recent years as firms have increasingly outsourced production to reduce costs. This growth has created powerful contract manufacturers (CMs) in several industries. Achieving a competitive cost position is often a primary motive for outsourcing. Outsourcing influences both the original equipment manufacturer's (OEM) and the CM's production levels, and, therefore, through learning‐by‐doing renders future costs dependent on past outsourcing decisions. As such, outsourcing should not be viewed as a static decision that, once made, is not revisited. We address these considerations by analyzing a two‐period game between an OEM and a powerful CM wherein both firms can reduce their production costs through learning‐by‐doing. We find that partial outsourcing, wherein the OEM simultaneously outsources and produces in‐house, can be an optimal strategy. Also, we find that the OEM's outsourcing strategy may be dynamic—i.e., change from period to period. In addition, we find both that the OEM may engage in production for leverage (i.e., produce internally when at a cost disadvantage) and that the CM may engage in low balling. These and other findings in this paper demonstrate the importance of considering learning, the power of the CM, and future periods when making outsourcing decisions.