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Managing community practicePrinciples, policies and programmes$
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Sarah Banks, Hugh L Butcher, and Paul Henderson

Print publication date: 2003

Print ISBN-13: 9781861343567

Published to Policy Press Scholarship Online: March 2012

DOI: 10.1332/policypress/9781861343567.001.0001

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Conflicts of culture and accountability: managing ethical dilemmas and problems in community practice

Conflicts of culture and accountability: managing ethical dilemmas and problems in community practice

Chapter:
(p.102) (p.103) six Conflicts of culture and accountability: managing ethical dilemmas and problems in community practice
Source:
Managing community practice
Author(s):

Banks Sarah

Publisher:
Policy Press
DOI:10.1332/policypress/9781861343567.003.0007

All managers face difficult choices — relating, for example, to conflicts of interest between various stakeholders; political imperatives; resource allocation or staff management decisions. This chapter explores some of the ethical conflicts and dilemmas that arise for managers of community practice. It uses two case studies relating to regeneration and mental health work to illustrate how managers conceptualise and handle ethical dilemmas and demonstrates how their practice embodies certain core values or principles.

Keywords:   community practice, mental health work, neighbourhood regeneration, ethical dilemmas, management decisions

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