After the activist camp “The art of deinstitutionalisation”, one of the participants experienced a mental crisis, so we decided to organise a crisis resolution team, so he could go through the crisis at home. I decided to research functioning and organisation of the crisis resolution team. In theoretical part I outline critic of total institutions and introduce deinstitutionalisation and long term care needs, since these themes are theoretical base for crisis resolution teams' existence. I describe the first alternative forms of helping people in mental crisis, key elements of crisis resolution teams and guidelines for working with people in mental crisis. The last theoretical chapter is about risk and risk analysis, which enables us to manage risks and damage. The research is based on journal notes, which were written daily during the crisis resolution team, risk analysis and an interview with crisis resolution team's client. Data was processed qualitatively. Research is focused on the crisis resolution team’s main organisational components and comparison with other crisis resolution teams’ main organisational components. Our crisis resolution team had all main components but lacked continuity and stronger connection with psychiatry. We analysed obstacles and mistakes made during crisis resolution team. One of the biggest obstacles turned out to be stigma that surrounds mental issues. We also analysed risk and risk management as one of the most important topics as well as how to improve risk management. The purpose of the research is to reflect crisis resolution team's operations, we could hold onto the good practices and avoid mistakes we made.
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