Can someone help make this case analysis more in depth. Below is what i had wrote for it. I just need help making it more in depth. Please provide link to references if new were added to the original.

Case Example Nathan was the director of a wellestablished private outpatient psychiatric clinic. His most senior clinician was Elvira. She was well respected in the professional community as a very competent family therapist. When Nathan conducted periodic client satisfaction surveys. Elvira's former clients were almost always highly complimentary of her and of the help that she had given their families. When the time for conducting Elvira's annual performance evaluation came around. writing it was a \"no brainer.\" As he had for the previous ve years. Nathan evaluated her work as \"outstanding\" in every respect. He noted in his narrative comments that she was a role model and mentor for the more junior family therapists on the staff. He invited her to meet with him to discuss her evaluation. He was not pre- pared for her response. After the rst few minutes. it was obvious that the meeting was not the usual exchange of pieasantries that it had been in the past. When Nathan compli- mented her on her continued good work, Elvira did not seem particularly pleased by the compliments. Even the news that she would be getting a substan- tial pay raise did not seem to create any enthusiasm. Nathan wondered if she might be having some personal problems. He asked her if everything was all right. She looked at him for a moment and then replied. \"I think I'm just burned out! I've gotten to the point where | just dread seeing another family come in with the same old problems. I think | just need to do something totally different." Nathan was reassuring. He told her that everyone feels that way from time to time, even he does. and that she'd probably feel better about it in the morn- ing. She replied that she did not think so, that she had felt this way for some time. In fact she had an idea and she wanted to know if he would support her in a plan that she had made. She wanted to attend a staff development workshop on reminiscence ther- apy for older people. She would take personal leave time and would pay for it at her own expense. After that. she wanted to start two groups for older clients to practice what she had learned. If the groups went well, she might want to spend about half of her time leading other groups for older people. but still con- tinue to do family therapy half time. Nathan was amused at rst as Elvira described her plans. then he got a little annoyed. He toid Elvira that she was a very valuable member of the staffthe best family therapist that he knew. And she had been rewarded well for her work. While he appreciated the fact that she thought she might want to try something new. he needed her to keep on doing what she did so well. family therapy. That was where she was most valuable to the organization. He promised to give her idea more consideration (since it had caught him by surprise) and they would discuss it again during next year's staff performance evaluation if she still felt the same way. \"But." he concluded. \"by then I feel sure you will think it was not a good idea. You are a great family therapist. You would never be happy doing anything else." He said that he wished he could meet with her longer but he had another appointment scheduled. Elvira left. looking angry. but said nothing else. He later overheard her complaining to a coworker that she was \"sick of this whole place.\" but he assumed she was just having a bad day. One year later, Nathan again met with Elvira to discuss her job performance during the previous year. As in the past. he was highly complimentary. He never brought up her idea of developing greater prociency in working with older clients and was relieved that she did not bring it up again. Despite the fact that she had mentioned it to him on four separate occasions since her last evaluation, he as- sumed that she had now decided it was not such a good idea. After a lull in their discussion she asked. \"Are we nished?" \"Sure,\" he answered. \"what else is there to add? You're still the best family therapist we have and I hope you know how much I appreciate your good work!\" She did not reply. Two weeks later. Elvira asked to see Nathan. She asked him if he would be willing to write a letter of reference for her. She had applied for a position as a group therapist at a nearby intermediate care facil ity. Nathan agreed. but blurted out. \"Why would you (continued) Case Example Continued want to do that?\" Then he spent the next hour listen- ing to Elvira for the rst time. He nally understood that she had lost interest in her work as a family ther- apist. and that it did not provide enough opportunity for her growth. She had entered social work because of the wide variety of work experiences that it offered. yet she had done nothing but family therapy for 15 years. She was ready for a change. Nathan remembered what she had said a year earlier. He apologized for not listening better and asked herto reconsider leaving the organization. She replied that she had already decided to take the new job if it was offered to her. Elvira did not get the job. When she told Nathan. he immediately asked her to come into his ofce to discuss some ideas he had. He spent the next hour with her and one hour a week forthe next month discussing ways to make her job more interesting. He offered that. if she would agree to continue as a family therapist. he would send her to the next avail- able staff development workshop on reminiscence therapy. After that. she could cut back on her family therapy work and run reminiscence therapy groups with older clients as soon as she could get them organized. She told him that she also wanted to learn more about play therapy with young children from another staff member who was considered an expert in the area. He arranged for Elvira to sit in on play therapy sessions that the other staff member was conducting. He promised her that she could stop doing family therapy altogether after six months if another experienced AAMFf'certied staff member could be hired by then. Elvira never became very skilled at reminiscence therapy but her group members commented on her enthusiasm and interest. She quickly saw enough of play therapy to understand that it was benecial for children. but doing it was not something that she would enjoy. After a while she began taking on more family therapy cases again, but also began seeing several adolescents individually who were addicted to alcohol. She continued to lead her two reminis- cence therapy groups for older adults until she left a few years later to take a job in another state where her daughter and grandchildren lived. Discussion Questions 1. What mistakes did Nathan make when he con- ducted his rst performance evaluation confer- ence with Etvira? 2. Why did Nathan resist allowing Elvira to make changes in her work? Was he justied in doing so? 3. Was Elvira really \"burned out\" as she stated. or was she just experiencing a lack of stimulation in her work? What indicators can you identify? 4. What were the costs and benets to the organiza- tion of supporting Elvira's plans? 5. In the future. should Nathan insist that all staff members be required to learn new methods of intervention or otherwise seek to \"grow" profes- sionally? Why or why not? 6. Do you think that job enrichment. job enlarge- ment. orjob rotation (Chapter 9) is best suited for helping to retain professionals like Elvira who no longer nd their jobs interesting