Within forensic mental health services, we assess and care for people with major mental disorders who at times present a high risk to the safety of others. Undoubtedly, the practice setting that manages the highest risk is the community. Community forensic psychiatry includes the work of community forensic mental health teams (CFMHTs), specialist services to the criminal justice system and liaison with general adult and public protection agencies. This chapter describes the components of a successful CFMHT, the likely make-up of its patient cohort and its outcomes. These outcomes present significant challenges, not based on risk management or recidivism, but on appalling social integration and physical health. A major change in the management of mentally disordered offenders (MDOs) in the community in recent years has been the development of formal multiagency working arrangements. This reflects the complexity in managing some high-risk offenders and MDOs. International examples are outlined.

This chapter presents a framework for caring for the mental health of staff who respond to the healthcare needs of people who are affected by emergencies, incidents, disasters, and disease outbreaks (EIDD) and conflict. The COVID-19 pandemic has crystallised concerns about how staff employed in demanding occupations cope with the emotional, cognitive, social, physical, relationship, moral, and spiritual challenges that they face. This framework is applicable to all types of EIDD. The chapter begins with a ‘postcard’ written by one of the authors, who has worked with staff of an intensive care unit throughout the COVID-19 pandemic. The chapter develops the framework. The authors reproduce material that they wrote for the Faculty of Pre-Hospital Care of the Royal College of Surgeons of Edinburgh. Reference is also made to an approach commended here with reference to caring for staff of Blue Light services, and to peer support.

Chapter 3 links context-dependent choice with what has recently been called in economics the “reconciliation problem” between positive and normative economics, and argues that efforts to solve that problem have led to a number of different strategies for reconstructing economics’ individual conception. It first reviews the mainstream’s “inner rational agent” attempt to preserve Homo economicus and then contrasts two broad strategies for reconstructing economics’ individual conception based on opposing views of individual autonomy: an “internalist” view that makes it depend on private subjectivity, and an “externalist” view that makes it depend on economic and social institutions. The chapter reviews four, recent strategies in the literature which take the “externalist” view and move toward a socially embedded individual conception. All four make ability to adjust part of what people are, but all four remain attached to the idea that individuals are only made up of preferences. Thus, I argue they fail to explain how people are autonomous individuals able to choose and act freely.

The editors create an agenda of themes for developing services and practitioners, and for research capable of responding to psychosocial aspects of emergencies, incidents, disasters, and disease outbreaks (EIDD) and their deleterious effects. Topics include the perspectives of scientists, practitioners, and the public, the historical importance of how current capabilities have developed, the critical theme of agreeing definitions, recognising the wellbeing, psychosocial, and mental health agendas that face survivors of EIDD in their recovery, the fallacies of basing planning on panic and the belief that survivors of subsequent EIDD fare better than first timers, and the importance of good communication within and between agencies and then with the public, and of teams and their leadership. It recognises the lessons from the social sciences, and the importance of social support, psychological safety, and our relationships in our recovery. This book strongly supports the notion that there is no health without mental health.

Effective public health practice requires a combination of expertise and influence. Yet gaining expertise in the subject matter is only one element of practice: the ability to influence outcomes, policy, services and the people who make decisions is crucial. To deploy your expertise to have an impact, you must hone leadership and management skills to persuade, encourage and empower others. This chapter, therefore, aims to:

• offer a brief overview of different schools of thought in leadership;

• propose a simple framework of eight core domains for identifying skills and areas for professional development;

• introduce some popular theories for understanding others, which can enable you to work more effectively with individuals and influence within teams and organizations; and

• signpost to some key models of conceptualizing change and how to lead or manage change.

Designers in the real world must adhere to cost and schedules, pay attention to the competition, and work in multidisciplinary teams. Their products are typically the result of incremental, rather than radical, innovation. A questionnaire on how design thinking influences organizational outcomes revealed that four beneficial practices were to form diverse teams, generate diverse ideas, emphasize active listening, and execute real-world experiments. Curiosity, interest, and a drive for sense-making drive motivation, which can be measured by the Motivation to Innovate Inventory. Innovation requires risks and thus a balance between taking and reducing risks. Both traditional and foresight forecasting reduce risks, although the foresight perspective is more uniquely suited to the current complexity of world events. Technical and scientific progress contributes to success, but the process of innovation must be analyzed within a complete system that depends not only on the product but on the market environment, production facilities, knowledge, and social support within the organization.

This chapter describes computational models developed to represent basic and applied phenomena of interest to I-O psychology. The basic phenomena of interest relate to motivational, learning, and decision-making processes. The applied phenomena relate to selecting, training, evaluating, retaining, and managing employees. These employees may work in teams, be leaders of others, or engage in action, information sharing, and decision making relevant to organizational outcomes. A computational control systems architecture is used in many of the more basic models, and agent-based modeling as well as control systems modeling are used for the more applied models.

The role of affect in individual creativity is well established in extensive theory and empirical research. Scholars have proven that positive and negative feelings can promote creativity due to psychological processes associated with information processing and motivation. However, the function of group-level affect, namely, the shared feelings experienced among members of the same groups, for the same outcomes, have received limited attention in research and practice. This chapter addresses this dearth of knowledge by examining and summarizing the studies available in this field of inquiry and proposing a theoretical elaboration to better understand why group-level affect matters for creativity in groups. Based on this work, we propose that the influences of group affect on creativity outcomes occur through social integration mechanisms such as cohesion, trust, and collaboration. Finally, we identify and suggest future opportunities for research.

Psychological safety has been found to have significant effects on both individual and team creativity. There are a number of mechanisms and pathways through which psychological safety has been shown to positively affect creativity, such as through increasing individual engagement, team trust, and team communication, among other variables. In this chapter we review the literature regarding psychological safety and creativity. In addition, we review the potential antecedents of psychological safety, particularly leadership, team and organizational structure, and social processes, and how these antecedents influence the emergence of psychological safety.

“Fragmentation” – the breakdown in communication among many providers treating a single patient, such that multiple decision makers make a set of health care decisions that would be made better through unified decision-making1 – is frequently cited as a major problem in the US health care system.2 It plagues both the payment system (which has multiple payers) as well as the delivery system (which has siloed providers). This chapter focuses on the latter problem of fragmentation among care providers and calls to correct it via “care coordination.” The problem is not just provider fragmentation, however. It is also the lack of clarity regarding what care coordination (the proposed solution) means, what benefits it confers, and how to do it.

There is growing interest in bridging the gap between science and society. Fostering relationships between researchers and practitioners, such as partnering to conduct experiments, is an increasingly popular way to do that. Yet, despite the growing number of such partnerships, academics who are new to them often lack guidance about considerations to keep in mind and the steps involved. This chapter bridges the gap. I discuss the benefits, challenges, and goals of organizational partnerships as well as provide a step-by-step guide for academics beginning new ones. Throughout, I emphasize the fact that such partnerships entail building new working relationships with people who have diverse forms of knowledge. As a result, both a learning mindset as well as a relational mindset are necessary.

Teams are an integral part of organizations; however, changes in the nature of work – including increases in globalization, the scale and complexity of problems, and the capabilities of technology – have fundamentally altered the nature of teams. In this chapter, we delineate three important changes to the nature of teams: (1) complex organizational challenges are requiring complex and fluid patterns of teamwork; (2) teams are being assembled and led by members as well as managers; and (3) technology is increasingly interwoven with teamwork. In reference to these changes, we provide recommendations for future research and management of teams.

In addition to human, animal, and artificial intelligence, there is another important kind of intelligence on our planet: the collective intelligence of groups of individuals acting collectively in ways that seem intelligent. This chapter analyzes collective intelligence in terms of what tasks are being done, who is doing them, and why and how the tasks are being done. For instance, the chapter shows how groups can have both specialized and general collective intelligence and how the collective intelligence of a group can depend on the task-relevant abilities of group members, their interpersonal abilities, their diversity, and their intrinsic or extrinsic motivations. The chapter also analyzes the factors involved in group-level processes such as deciding, creating, remembering, sensing, learning, and coordinating. Just as studying the neural basis for intelligence links neural processes to cognitive psychology, studying collective intelligence links cognitive psychology to higher-level social, organizational, and economic processes.