Abstract
Planning for innovative program change is examined through references to selected experiences of the Massachusetts Mental Health Planning Project. The planning field was extremely complex and populated by a vast array of divergent forces. In the absence of an organization accepted as a neutral sanctioning body, the planning organism itself must develop some autonomy and positive sanction. It must develop credibility as a legitimate change system. Conscious mechanisms must be developed to insure interaction. Stressed factors are: open communication, two-way participation, flexibility and clear objectives. Dissent to recommendations may be non-directed, or aimed at specific elements of the innovative change. Strategies of neutralization of conflict are necessary. The planning body must engage in a series of everchanging flexible coalitions.
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References
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He was formerly Associate Director, Massachusetts Mental Health Planning Project.
He was formerly Director, Massachusetts Mental Health Planning Project and Massachusetts Mental Retardation Planning Project
An earlier version of this paper was read at the Northeastern Regional Institute of the National Association of Social Workers, Boston, March 1,1967.
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Fogelso, F.B., Demone, H.W. Program change through mental health planning. Community Ment Health J 5, 3–13 (1969). https://doi.org/10.1007/BF01419796
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DOI: https://doi.org/10.1007/BF01419796