Jeffrey Barnett and Jeffrey Zimmerman share practical advice based on their decades of clinical experience to address common myths about private practice in an easily accessible manner. Myths addressed fall into the broad areas of preparing for private practice, building your practice, managing your practice, documentation and record keeping, and ethical practice. Each chapter addresses a specific myth that may be held, describes the myth, explains why the mythexists, and then offers specific guidance for moving beyond the myth. In addition to the specific recommendations and strategies…mehr
Jeffrey Barnett and Jeffrey Zimmerman share practical advice based on their decades of clinical experience to address common myths about private practice in an easily accessible manner. Myths addressed fall into the broad areas of preparing for private practice, building your practice, managing your practice, documentation and record keeping, and ethical practice. Each chapter addresses a specific myth that may be held, describes the myth, explains why the mythexists, and then offers specific guidance for moving beyond the myth. In addition to the specific recommendations and strategies provided in each chapter, each section offers a list of key resources available for additional guidance and support.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Jeffrey E. Barnett, PsyD, ABPP is a licensed psychologist with over 30 years of experience in private practice and in educating and training private practitioners in the mental health field. He is the author of numerous books on success in private mental health practice and he regularly provides training to future and current mental health professionals on how to start and run a successful mental health practice. Jeffrey Zimmerman, Ph.D., ABPP is a licensed psychologist with over 35 years of experience in both solo and group private practice. He is the co-author or co-editor of three books related to private practice. He regularly provides training to mental health professionals on building niche practices, helps mental health professionals form group practices, and provides ongoing practice development and management consultation. He is a founder of The Practice Institute.
Inhaltsangabe
* Section I: Preparing for Private Practice * Chapter 1: In Graduate School, I Learned What I Need to Know About Running a Successful Practice * Chapter 2: Becoming Licensed Means That I am Now Competent * Chapter 3: If I "Sell Out" to the Business of Practice, I Give Up my Core Value of Altruism." * Chapter 4: Being Known as a Generalist Will Position my Practice Well in the Community * Chapter 5: Managed Care is Evil and Should be Avoided like the Plague; Experienced and Competent Clinicians Don't Participate in Managed Care * Chapter 6: Insurance Companies Just Care About Profits and I Care About My Patients, So It is Okay to Bend the Rules to Get Paid * Chapter 8: If You Build It, They Will Never Come * Chapter 9: A Fee for Service Practice Cannot Survive * Chapter 10: Keeping Clients in Treatment as Long as Possible is an Effective Practice Building Strategy * Chapter 11: Video Conferencing and Tele-Mental Health Technologies are Easy Ways to Build My Practice * Section III: Managing Your Practice * There Is No Need to Waste My Hard-Earned Money on Consultants, Attorneys, and CPAs * Chapter 13: At this Stage of My Career Paying for Supervision or Consultation is Just Ridiculous * There is No Need to Have a Budget or Business Plan * Chapter 15: If I Treat My Staff Well, They Will Take Care of Me and Look Out for My Best Interests * Chapter 16: I'm the Boss. Who Needs Policies and Procedures? * Chapter 17: It is Best to Have a Policy About Cancelled and Missed Appointments, and to Enforce It Consistently * Chapter 18: Continuing Education Requirements are Unnecessary and are not Relevant to My Professional Competence * Chapter 19: All You Need to Do to Close Your Practice is to Stop Seeing Clients and Lock the Door * Chapter 20: There is No Need to Save for Retirement - I Can Sell My Practice When I am Ready to Retire * Section IV: Documentation and Record Keeping * Chapter 21: Documentation and Record Keeping are Burdens to be Done with as Quickly as Possible: The Less Said, the Better * Chapter 22: It is Best to Provide Minimal Information When a Referral Source Requests Information about a Client * Chapter 23: If I Receive a Subpoena I Should Turn Over the Client's Records Immediately, or be Prepared for Serious Legal Consequences * Chapter 24: Client Records Should be Destroyed Once the Client Leaves Treatment or Dies * Section V: Toward Ethical Practice * Chapter 25: Private Practice is a Solitary Pursuit - There is no Need to Work with Others * Chapter 26: As a Professional, I Don't Need to Worry About Self-Care. This is Just Some Meaningless New Age Concept That is Being Hyped by the Media * Chapter 27: When I Need Clinical or Risk Management Advice I Should Ask for it on a Listserv * Chapter 28: Being a Good Caring Person is all I Need in Order to Practice Ethically and Reduce my Risk of a Malpractice Claim * Chapter 29: You are Ethically Obligated to Take Insurance, Offer a Sliding Scale Fee, or See Some People Free of Charge
* Section I: Preparing for Private Practice * Chapter 1: In Graduate School, I Learned What I Need to Know About Running a Successful Practice * Chapter 2: Becoming Licensed Means That I am Now Competent * Chapter 3: If I "Sell Out" to the Business of Practice, I Give Up my Core Value of Altruism." * Chapter 4: Being Known as a Generalist Will Position my Practice Well in the Community * Chapter 5: Managed Care is Evil and Should be Avoided like the Plague; Experienced and Competent Clinicians Don't Participate in Managed Care * Chapter 6: Insurance Companies Just Care About Profits and I Care About My Patients, So It is Okay to Bend the Rules to Get Paid * Chapter 8: If You Build It, They Will Never Come * Chapter 9: A Fee for Service Practice Cannot Survive * Chapter 10: Keeping Clients in Treatment as Long as Possible is an Effective Practice Building Strategy * Chapter 11: Video Conferencing and Tele-Mental Health Technologies are Easy Ways to Build My Practice * Section III: Managing Your Practice * There Is No Need to Waste My Hard-Earned Money on Consultants, Attorneys, and CPAs * Chapter 13: At this Stage of My Career Paying for Supervision or Consultation is Just Ridiculous * There is No Need to Have a Budget or Business Plan * Chapter 15: If I Treat My Staff Well, They Will Take Care of Me and Look Out for My Best Interests * Chapter 16: I'm the Boss. Who Needs Policies and Procedures? * Chapter 17: It is Best to Have a Policy About Cancelled and Missed Appointments, and to Enforce It Consistently * Chapter 18: Continuing Education Requirements are Unnecessary and are not Relevant to My Professional Competence * Chapter 19: All You Need to Do to Close Your Practice is to Stop Seeing Clients and Lock the Door * Chapter 20: There is No Need to Save for Retirement - I Can Sell My Practice When I am Ready to Retire * Section IV: Documentation and Record Keeping * Chapter 21: Documentation and Record Keeping are Burdens to be Done with as Quickly as Possible: The Less Said, the Better * Chapter 22: It is Best to Provide Minimal Information When a Referral Source Requests Information about a Client * Chapter 23: If I Receive a Subpoena I Should Turn Over the Client's Records Immediately, or be Prepared for Serious Legal Consequences * Chapter 24: Client Records Should be Destroyed Once the Client Leaves Treatment or Dies * Section V: Toward Ethical Practice * Chapter 25: Private Practice is a Solitary Pursuit - There is no Need to Work with Others * Chapter 26: As a Professional, I Don't Need to Worry About Self-Care. This is Just Some Meaningless New Age Concept That is Being Hyped by the Media * Chapter 27: When I Need Clinical or Risk Management Advice I Should Ask for it on a Listserv * Chapter 28: Being a Good Caring Person is all I Need in Order to Practice Ethically and Reduce my Risk of a Malpractice Claim * Chapter 29: You are Ethically Obligated to Take Insurance, Offer a Sliding Scale Fee, or See Some People Free of Charge
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