- 25Aug2014
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Ethics ( cont ); Lessons in Management, Part VIII
- By Ian Bradley
- 0 Comments
In my previous post, I described the organizational structure that allowed our hospital’s department of psychology to develop and manage mental health programs that directly served the public. These were delivered directly by psychologists working in the Department of Psychology and not on multidisciplinary team. I also outlined the threats to the maintenance of this
- 13Aug2014
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Ethics, Lessons in Management, Part VII
- By Ian Bradley
- 0 Comments
I just finished reading yet another journal issue replete with articles about ethics in psychology. The more I read the more disheartened I became, for I fear that rather than enriching our profession, the current zealous promotion of ethics only ties our hands and restricts our professional creativity.
- 22Jul2014
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Conflict (cont), Lessons in Management, Part VI
- By Ian Bradley
- 0 Comments
In my work as an executive coach who sees professionals in many different capacities, it has struck me that each professional has its own competitive angle. I remember counseling several mathematicians who explained to me that if you weren’t a genius, or perceived as one, you were by default mediocre. For litigation lawyers, it’s their
- 14Jul2014
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Conflict: Personal Lessons in Management,Part V
- By Ian Bradley
- 0 Comments
Managing a department is a bit like being a therapist. You get to see a little bit of the inner world of the people you manage, but unlike therapy, you don’t get to bill for it. I remember the first time that a senior psychologist entered my office and started to cry. It was a
- 21Feb2014
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Managing staff: Personal Lessons in Management; Part IV
- By Ian Bradley
- 0 Comments
This is a continuing series in an open letter to psychologists thinking about accepting that promotion to department or service director. In previous posts I talked about the fantasies around promotion as well as the inherent organizational conflict that comes with being a middle manager, organizational change and today, dealing with staff. As Chief
- 29Jan2014
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Change; Personal Lessons in Management; Part III
- By Ian Bradley
- 0 Comments
This is a continuing series in an open letter to psychologists thinking about accepting that promotion to department or service director. In previous posts I talked about the fantasies around promotion as well as the inherent organizational conflict that comes with being a “middle manager.” In today’s post, I talk about change. The skills
- 14Jan2014
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Being in the middle: Personal lessons in management, Part II
- By Ian Bradley
- 0 Comments
Welcome to a series of posts directed at young psychologists thinking about becoming managers. Although I had a successful twenty-five year tenure as Chief Psychologist, I entered the position extremely unprepared for the managerial tasks I faced. Hopefully, sharing my experiences will help others become better managers. In my first post I addressed the topic
- 06Jan2014
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Memo to Young Psychologists: Beware of Promotions
- By Ian Bradley
- 0 Comments
The call came out of the blue from the secretary of a psychiatric director of a large and prestigious teaching hospital. The director wanted to see if I would be interested in applying for the recently vacated position of Chief Psychologist. I had been working in a small CBT unit of what once had
- 29Jul2013
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Never say that a test is valid, part i.
- By Ian Bradley
- 0 Comments
One would imagine that a part-time academic appointment such as mine with McGill University would bring certain perks such as a free gym membership or reduced rates of campus parking… alas no. What perks exist are almost all of the intellectually stimulating variety such as when I am called upon to review research grants as
- 25Feb2013
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“Why Work Sucks” a review
- By Ian Bradley
- 0 Comments
I’ve just read “Why Work Sucks” by Ressler and Thompson, the ex-Best Buyers, whose resonating book title describes their Result Only Work Environment- ROWE. For those not up on the latest business buzz, the book takes to task our underlying assumptions about time and work. Briefly summarized here is their beginning premise: A employee at