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Fountain HouseCreating Community in Mental Health Practice$
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Alan Doyle, Julius Lanoil, and Kenneth Dudek

Print publication date: 2013

Print ISBN-13: 9780231157100

Published to Columbia Scholarship Online: November 2015

DOI: 10.7312/columbia/9780231157100.001.0001

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Transformational Design

Transformational Design

Chapter:
(p.79) 5 Transformational Design
Source:
Fountain House
Author(s):

Alan Doyle

Julius Lanoil

Kenneth J. Dudek

Publisher:
Columbia University Press
DOI:10.7312/columbia/9780231157100.003.0005

This chapter discusses the transformational design employed by John Beard in the construction of a new building for the Fountain House. The term transformational in this context focuses on the cultural and structural predispositions of the environment—particularly of the staff workers—that support individual members' motivation, empowerment, and change. Staff workers had to transform these social processes into something inviting and reassuring as possible, in order to be effective in engaging the members. In addition to the motivational coaching conducted by the staff workers, the design is framed within the fundamental principles of the Fountain House working community, which include the implementation of the workday framework; integration of the notion of the need to be needed; evocation of member choice; as well as forming mutual relationships for planning and execution of activities.

Keywords:   transformational design, John Beard, Fountain House, cultural predispositions, structural predispositions, workday framework, member choice

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