At the end of chaptersix there is the"Director of Training"case activity.Read the scenario carefully.Once you have read it answer thetwo questions at the end of the scenario.Present this assignment in a paper format, not question/answer, as though you were doing an evaluation of the program.The answers to each question should consist of one to two well thought out paragraphs.Support your responses with material from the textbook and additional references as appropriate.

CASE ACTIVITY 6.1 When the Atlantis Community Mental Health Center became an umbrella organization, the traditional services normally offered by the center were com- bined, for the first time, with the more nontraditional approaches favored by the small grassroots agencies in the community. ACMHC now included both \"the center\" and the \"neighborhood outposts\" that had formerly been independent agencies. This drastic change in the organization brought with it the need for new approaches to training. Nelson Richards, director of the center, recognized this need. His response was to hire Ellis Shore, a mental health professional with experience in univer- sity teaching, to design and implement a comprehen- sive training program. Richards's directive to his new training director was clear. The skills of the paraprofessionals in the outposts were to be upgraded. Richards felt that the service deliverers in the community-based agencies lacked the background and education that he would expect of professional helpers. These people were DirecToR OF TRAINING now working under the Atlantis name, so they would have to provide professional-level services. He would leave the methods up to Shore, but the mental health skills of the community agency workers would need to be enhanced. Shore began this work with great enthusiasm. He created, almost single-handedly, a series of work- shops designed to develop trainee competencies in individual, family, and group therapy. He also developed a complex schedule that would allow the workshops to be provided on-site at each of the neighborhood centers. Knowing that he could not provide all the training himself, he involved several mental health professionals who had been employed by the center before the creation of the umbrella organization. He asked these professionals to serve as cotrainers and made sure to include people with varying therapeutic orientations, from psychody- namic to behavioral to existential. Shore and his co-trainers agreed that the work- shops he had designed would upgrade trainees' skills if they became actively involved in the process. Use of the outposts as training sites would mean that participation would be so convenient for agency workers that attendance could be purely voluntary. With high expectations, the training director and his co-trainers began the first series of workshops. At the first workshop, 20 participants appeared. Although only 12 remained for the whole day, Shore was relatively pleased with the turnout. At the second workshop, only 10 paraprofessionals attended. The third drew only 6. Shore, in frustration, confronted Isabel Phillips with this evidence of lack of motivation among agency workers. Phillips, who had administered one of the more successful of the city's community-based agencies and who was now coordinator of the out- reach program, was in touch with the paraprofes- sionals in the neighborhood centers. She would know how to get these service providers more actively involved. \"Isabel, I've been given the authority to make these workshops compulsory,\" Shore pointed out, \"but I really don't want to do that if I can avoid it. How can I light a fire under these people? You know them. Why aren't they motivated?\" \"As a matter of fact, you're right,\" Phillips responded. \"I do know these people, and what I know about them is that they're the most motivated people you're ever going to see in your life. Every one of them has put in more hours in a week than you can imagine for pay that hardly puts them over the poverty level. They do it because they believe in what they're doing and because they know how much they're needed. When you say they're not 'motivated,' I have a hard time picturing what you're talking about.\" \"Well, what I''m talking about is the fact that they're not showing up for these workshops, which they know are encouraged by the director, which they know they have released time for, and which they don't even have to step outside doors of their agencies to get to. Now, if these folks are so concerned about their work, something just doesn't fit.\" \"You're right, Ellis. Something doesn't fit, but the thing that doesn't fit is your training program. What makes you think they need upgrading in their thera- peutic skills?\" \"Isabel, are you kidding? That's what I was hired to do. When Richards gave me the job, he told me that he didn't care what methods I used, but that the skills of the paraprofessionals in the outreach programs had to be upgraded. That was the word he used: upgraded.\" \"Well, let me tell you something about Richards. He's completely out of touch with the community. He's always been out of touch. He doesn't know what the people need from the agencies, and he doesn't know what kind of training the workers need. They don't do therapy in those agencies. They don't have the luxury of sitting in their offices dealing with one person at a time for months on end. They're out there in the streets, gerting people organized and helping them deal with real, concrete problems. In fact, has it ever occurred to you that you just might be designing all these beautiful training interventions for the wrong people? The folks in my agencies know what they're doing. It's the people in the center who need training. They don't know how to do anything but therapy, and the community isn't buying it. If you want to make a training contribution, why don't you hire yourself some paraprofessionals as cotrainers, go up to the center, and provide some on-site training on how to close the gap between the center and its so- called consumers? From what I hear, business isn't exactly booming in that big granite building uptown.\" 1. If you were Ellis Shore, what steps might you take to develop a more comprehensive and appropriate training program? 2. What special leadership issues might be involved in a decentralized agency such as the ACMHC