State leaders convene in Washington, D.C.

Meeting emphasizes organizational and advocacy issues.
By Rebecca A. Clay

Although psychology is by nature an introspective discipline, psychologists must also address the external forces that influence them, Russ Newman, PhD, JD, told the 355 state and provincial psychological association leaders participating in the 1998 State Leadership Conference held March 7-10 in Washington, D.C. Entitled 'Organizational leadership and citizenship: working together for those we serve,' the conference focused on both advocacy andorganizational skills. 'There?s a tendency to overstudy psychology?s internal processes and neglect external forces,' said Newman, executive director for professional practice at APA. 'We must do both. Our ability to grow, lead and succeed depends on it.'

Newman described a range of legislative, court, marketplace and public education initiatives the Practice Directorate has been using to address external forces such as managed care. The whole of these synergistic activities is greater than the sum of its parts, he emphasized. The same holds true for state and provincial psychological associations, he said.

In keeping with the conference?s dual theme of organizational and advocacy issues, the keynote address by Larry Hirschhorn, PhD, focused on ways psychology can muster its internal resources as it responds to external forces. Hirschhorn is a principal with the Center for Applied Research in Philadelphia and author of numerous books on organizational leadership.

The 'presenting issue,' said Hirschhorn, is how state and provincial psychological associations can help orient psychologists at a time when payment methods are changing, competition is increasing and new technologies are emerging. Trained as an economist, Hirschhorn used business concepts to explore one possible framework that could help psychologists address this presenting issue. In his talk 'Thinking about the future of psychology,' he suggested strategies revolving around several themes:

? 'Psychology is a success story,' he said, noting that the number of licensed psychologists has soared from 20,000 in 1975 to 70,000 in 1995. 'And every success story draws competitors who want to share that success.' To solve what Hirschhorn called the 'dilemma of differentiation,' psychologists should emphasize their discipline?s scientific foundations and use outcome measures to convince consumers and insurers of their value.

? Psychologists should think about how corporations have reacted to increased competition, Hirschhorn suggested. When other companies started cutting into IBM?s market, for instance, the company expanded its domain by moving into service as well as production. Hirschhorn offered what he called the 'wellness domain' as an example of one great opportunity for psychology, explaining that psychologists could design and deliver services that spin off primary care, diet, work and quality of life issues.

? According to Hirschhorn, to achieve that goal, psychologists should be aware of the principles of organizational ecology. Every organizational ecology includes both substituters?in this case, other mental health professionals who can provide the same services as psychologists do?and complementers. 'Complementers are the most undervalued relationships in business practice,' said Hirschhorn, citing shopping areas and parking lots as an example of a mutually profitable relationship. In psychology?s case, professionals associated with medical settings are obvious complementers for psychological practitioners.

? To illustrate this shift into the wellness domain, Hirschhorn used 'force field analysis' to explore with participants the various factors that might restrain or drive psychologists? participation. Concentrating their energies on decreasing the restraints so that the driving forces can push them into position is key, Hirschhorn said. 'The wellness sector is underorganized,' said Hirschhorn. 'But people with good ideas will be able to give and get value.'

? As psychologists move into this new area, they should keep in touch with their 'moral equation,' said Hirschhorn, citing law as a field that has lost its moral equation over the years. According to Hirschorn, psychology has a professional identity that depends on a moral vision, not just a technical practice, that in turns provides a sense of integrity.

'Psychologists are not in business to make money,' he explained. 'They?re in business because they love the interchange with their clients.'

Rebecca A. Clay is a writer in Washington, D.C.