Guidelines for Developing a CaseReview the case studies provid.docx

Guidelines for Developing a Case
Review the case studies provided in this course for descriptions
of mental illness. Then use the following guidelines to develop
your fictitious case. Your case should not name the diagnosis,
but should describe the symptoms that are present for the
individual in the case.
A case may include some or all of the following elements in
varying degrees:
Presenting problem: Why is the person presenting for treatment?
How severe is the problem? How does this issue interfere with
the person’s family, work, friendships, leisure activities, and
relationships? What has the person done to try to solve the
problem and with what success?
History of problem: How long have these issues been
experienced? Have there been times when the
Problem was absent? When did the problem first occur?
Prior treatment history: Has this issue ever been treated before?
If so, how and when? Have any
psychotropic medications been prescribed?
Medical history: Does the person have any physical illnesses or
disabilities? Has the person ever been
hospitalized for medical illness or has the person been operated
upon? Does the person take any
medications for medical issues?

Family history: Whom does the person live with? Is the family
intact? How many siblings are there? Are
there any step-siblings or half-siblings? Are there relatives who
have been diagnosed or treated for
mental illness or substance abuse? Do any family members have
any significant medical disease or
illness?
Developmental history: Was the prenatal and childhood
development normal? Were there any
remarkable issues to note?
Educational history: How far has the person gone in school? Did
the person experience any academic or behavioral problems
during school?
Work history: Does the person have a career? How stable is the
work history? Has the person
experienced problems with coworkers or supervisors?
Legal history: Has the person ever been arrested or served time
in prison? If so, what were the charges?
Sexual relationship history: Is the person sexually active? Has
the person ever experienced domestic
violence? Has there been a divorce? What is the identified
sexual orientation?

Speaking of diversity
Kornacki, Martin . Training Journal ; London (Oct 2009): 25-
27.
ProQuest document link
ABSTRACT (ABSTRACT)
"That's very basic of course," he adds. "It's not that I go into a
company and say you're the mum, you're the dad -
but you can see a model of relationships developed along those
lines and what I would do with a family is try to
have a great understanding of the unit as a whole, were the
power is and also of the individual personalities. That
is the way we approach our management consultancy; that is the
parallel for me."
FULL TEXT
Headnote
Forner NBA star John Amaechi has swopped the basketball
court for the boardroom. Martin Kornacki talks to him

about his new role as an L&D consultant specialising in
diversity
"I'd like to have more people doing what I do. I think the work I
do is amazing, I love it. I'm essentially doing therapy
on a massive scale." So says John Amaechi, the six foot ten
former NBA basketball star turned motivational
speaker.
The British-born 38-year-old has already enshrined his name in
sport - in 2007 he became the first pro basketball
player to openly come out as gay.
And now he has turned his hand to the world of learning and
development, running a transAtlantic training
consultancy, Amaechi Performance Systems (APS), which
develops collaborative working environments that
embrace individuality and diversity.
Perhaps, someone like Amaechi is what the financially and
morally battered corporate world needs - a no-
nonsense and, more importantly, credible consultant.
"I think personality factors are important for people who try to
disseminate knowledge and train people; I think

there's a level of authenticity when I speak that suggests
something beyond simply that I was a hard working,
goodleader, good-follower type in sports," he says.
"There's an authenticity that comes from having a background
that's varied, diverse and speckled with bits of
tragedy and bits of success. It's authentic and I think it helps
people to relate, it's not that they relate with me
putting a ball in a hole, it's not that they relate to me cutting my
hand off, but everybody has moments of triumph
and moments of tragedy and especially in business those can
come one right after another."
Amaechi makes a point of distancing himself from any
suggestion that his pro-sports background is behind his
consultancy's methods.
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At best, he says, sports people with no qualifications in training
get lucky and achieve success.

"I was in an office last week with 70 staff speaking 45 different
languages - my sports status might get my foot in
the door because no one really wants to talk to a psychologist
but will tolerate the idea of talking to a professional
sportsman. That's were it ends though - how can any anecdotal
experience I have from playing on a basketball
team have any relevance in this situation?"
So what is it, I ask, that leads so many sports personalities to
step across into leadership training and what makes
him so different?
"I'm a little frustrated by the assumption that the skills from one
are transferable to the other, to be honest," he
says.
"What makes my work unique is not that I have great stories to
tell about that time back in 1996 when my team did
this, and that made all the difference. That is the most
obnoxious laddish type of absurdity.
"In the workplace, what makes my work unique is that I can
combine specific things, which I can take from good
teamwork and bad teamwork and good leadership and bad
leadership from my own sporting background, with

contemporary science."
I suggest that leadership in the current economic climate means
acknowledging that the old way of doing things
has not worked - and then doing something about it.
Amaechi agrees that one of the main things that holds
organisations back is being badly and inflexibly led. When
issues of leadership and motivation are left to be addressed by
individuals who only have a one-dimensional view
of how to carry out their role, problems can arise.
"Say some person may have been in a rugby team - he thinks
that some rough, hard words and a few slaps on the
shoulder is the way to motivate his troops. In a sophisticated
workplace, volume doesn't inspire motivation, it
inspires fear," he warns.
"It works in the short term because you get a flurry of activity,
but what you actually get is people rechecking their
CVs and going out to the marketplace because their organisation
is so unsophisticated, so intimidating that they
don't want to be in it any more."

And with Generation Y - people born after 1980 - entering the
workplace with high expectations of company ethics
and maintaining a work-life balance, Amaechi believes: "You
can't motivate these people through extra money or
bonuses. Most of the research points to the fact that rewards,
like money, will eventually lead to demotivation but
that is the basic way companies reward.
"But, anyway, all that stuff is frozen now: you can't promote,
you can't give extra bonuses, so you've got to find
other ways and they are to understand clearly who your
individuals are and how your group functions and target
soft resources at that - such as time. Just taking the time to
listen to employee suggestions, even if they are not
implemented, makes a massive difference to engagement."
When it agrees to work with a new client, APS mandate a week
on site as the minimum amount of time needed to
undertake a thorough evaluation. Once on the inside, Amaechi
strongly eschews a "cookie-cutter approach" in
favour of a bespoke service, believing that too many
management consultants use generic techniques irrespective

of the organisation within which they are operating.
His consultancy's process involves gathering information about
an organisation to uncover the inter-personal
dynamics among its employees. It offers individual sessions that
anybody can attend and talk freely about their
experiences within the firm.
"It helps us understand whether there is a cohesive vision that is
understood and disseminated to all the members.
It helps us understand how the leadership is perceived, because
what people do and how that's perceived are two
different things," he adds.
Essentially, APS carries out a form of functional analysis,
gathering a personality profile on each individual in an
organisation, which is then used to help line managers
understand the nature of the group they are working with.
Amaechi says he can then tell managers: "Your group has these
kinds of people in it, when you do this they will
respond in this way. If you really want to motivate them - try
this."
The work done by APS is backed up by Amaechi's academic

background in marriage and family therapy. He says
he has seen only a few workplaces were you cannot fully apply
a familial model.
"The CEO is dad or mum and the board is like granddad, not
around all the time but when he speaks, dad listens.
You can feel it when you get to the managers - you've got older
children and younger siblings and you can feel how
those principles apply.
"That's very basic of course," he adds. "It's not that I go into a
company and say you're the mum, you're the dad -
but you can see a model of relationships developed along those
lines and what I would do with a family is try to
have a great understanding of the unit as a whole, were the
power is and also of the individual personalities. That
is the way we approach our management consultancy; that is the
parallel for me."
As company purse strings remain tight, despite indications of
the economic green shoots of recovery taking hold,
Amaechi believes introspection within companies will be the
key for development, and it is the role of good
leadership to exploit that potential.

"Companies need to start looking at their personnel, which is
why diversity is so important, and they're going to
start asking what the added extras are that they can get. We've
got these types of people, how do we best activate
them, how do we best refocus them, how do we best motivate
them? And it won't be about money; it will be about
what cultural changes and climate changes and what leadership
and management changes can we make to make
these people shine a bit more brightly."
The leaders who will succeed are those that understand the
importance of diversity and many are wide of the mark
at present, Amaechi believes. "Not enough is being done; I
honestly think that most workplaces have got the wrong
end of diversity. What many workplaces focus on is the
compliance aspect, which is almost useless in terms of the
ability of any investment made to translate into a performance
benefit.
"People are more sophisticated then that, they recognise when
you are simply motivated by making the
environment just good enough so they don't sue you for
discrimination - compliance does not lead to performance

gains.
"Leaders have to recognise that diversity is not a facet or
project of their work, but it cuts across every stream. If
you are going to do business on the international stage, you are
going to be dealing with an incredibly diverse set
of people on visible levels of diversity and non-visible levels -
that means everything from personality styles
through to religion and skin colour."
So what does he think of companies that adopt mission
statements that claim to champion diversity but expect
everyone to follow a rigid ethos at the same time? Surely there
is a conflict?
"Mono-cultures," he says. "You can understand why people
would want them because ostensibly you know how to
deal with everybody in your organisation because they are all
the same. But it limits you because, although you
may have a great depth of resource in one area, what you lack is
any breadth.
"One thing that diversity does is give you more varied ways of
combining ideas because there is uniqueness that

comes from personality, work experience, life experience - all
these things. This is important because, when we are
faced nowadays with new problems, the old ways of taking care
of problems just don't take care of them."
But does diversity have an impact on the bottom line?
Amaechi is clear: "I am not a fluffy psychologist. I am not
interested in people coming into work and sitting around
the water cooler, singing songs - that is not why diversity is
important. Diversity is important because it delivers a
tangible bottom line.
"The error that people make is thinking that having a certain
representative number of different types of people -
two Muslims, a couple of black folks, three gays, some old
people, some young people - is enough. That presence
of diversity is not the same as access to the uniqueness they
bring to an organisation. That is the point of
diversity, that it cuts across all streams and gives you a breadth
and a depth of understanding of your work that
you would not otherwise have."
But how can L&D professionals facilitate this change? After all,
their role within organisations will often bring them

into close contact with the very leaders who need to understand
this message.
"The job of learning and development practitioners now is to be
more relevant than we ever have been," says
Amaechi.
"I think, in the past, we've been able to get away with generic
products that touch one or two people and do a half-
decent job. Now we have to target what people really need.
"If you're an L&D person and you're being ignored, it may be
because you aren't offering an organisation what it
needs - it's all very well offering people stressbusting ideas and
the type of very generic things you see in
companies now but if, as an employee, you've got a line
manager who's constantly threatening you with being
fired, that stress-busting half-hour seminar really isn't hitting
the spot. What you really need is some management
training for the line manager.
"You need to get access to the leaders in organisations and for
them to understand that you've got to be tapped in
to what's going on in your organisation."

For Amaechi, change is fundamental His life has been diverse
and, above all, full of principle. Whether it is working
with deprived young people at his philanthropic organisation,
the Amaechi Basketball Centre in Manchester, or
judging and mentoring young talent in the BBC's The Speaker
competition he always seems to leave a mark.
It is no surprise that much of his work and success in the past
has been with young people and I suspect his brand
of forward thinking, open, inclusive management will resonate
strongly with Generation Y employees entering the
workplace - and they are, after all, the future.
Sidebar
I am not interested in people coming into work and sitting
around the water cooler, singing songs - that is not why
diversity is important
DETAILS

Subject: Workplace diversity; Professional basketball;
Management consultants; Training;
Work life balance; Work environment
Location: United Kingdom--UK
People: Amaechi, John
Company / organization: Name: Amaechi Performance Systems;
NAICS: 541611
Classification: 9175: Western Europe; 6200: Training
&development; 8310: Consultants
Publication title: Training Journal; London
Pages: 25-27
Number of pages: 3
Publication year: 2009
Publication date: Oct 2009
Section: INTERVIEW
Publisher: Dods Parliamentary Communications Limited
Place of publication: London
Country of publication: United Kingdom, London
Publication subject: Business And Economics--Management
ISSN: 14656523

LINKS
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ILLiad
Source type: Trade Journals
Language of publication: English
Document type: Cover Story
Document feature: Photographs
ProQuest document ID: 202948958
Document URL:
t.com/docview/202
948958?accountid=7113
Copyright: Copyright Fenman Limited Oct 2009
Last updated: 2017-11-01
Database: ABI/INFORM Global
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Bibliography
Citation style: APA 6th - American Psychological Association,
6th Edition
Speaking of diversity. (2009). Training Journal, , 25-27.
Retrieved from
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diversityBibliography
Woody’s Case
Woody, a 42-year-old married accountant, complains of
dizziness, sweaty palms, stomachaches, and
shortness of breath. He has been experiencing these symptoms
for more than two years with few periods of
extended relief. He also experiences dryness in mouth, periods
of extreme muscle tension, and a constant
nervousness that has often interfered with his ability to focus on
his work. Although these symptoms lead to
frustration, he denies feeling depressed and continues to enjoy
hobbies and family activities.
Because of these symptoms, Woody has seen his primary care
physician, a chiropractor, and several other
specialists, but has received conflicting diagnoses and
treatment, none of which have helped.
Woody constantly worries about the health of his wife, parents,
and children. He thinks about accidents that
could happen and tries to plan to avoid them. Woody’s wife was
diagnosed with breast cancer several
years ago. She received treatment and has been cancer free for
over one year. Woody also worries about
his performance at work, feeling he could be fired at any time,
though his work reviews do not indicate any
problems.
Page 1 of 1
Abnormal Psychology

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