And finally, the team s capacity to therapeutically meet the treatment needs of the unit s caseload and demands. Any variation in the parameters of the teams resources, skills, history and capacity can dynamically affect countertransference reactions to the patients. In other words, depending on the measures of the above independent properties the team may react different counter transferentially to the patient population at any one time. As every successful and competitive industry acknowledges, one criteria is certain, and that is the tools of the trade must be continually be sharpened to keep from becoming dull. These savvy companies survive through savings or profits or a combination of both.
Dull tools make for poor productivity.
A sharp tool can boost effectiveness while cutting downtime. This will create dual pockets, one for profits and the other for savings. If mental health providers would give serious consideration to creating a position in the staff hierarchy, therapeutic tools would remain on the competitive edge. This newly created position would belong to a full time facilitator and the duties would be similar to the duties of a patient group facilitator with the exception of being professionally targeted. The facilitator would bring in new ideas while mobilizing dull skills to the surface and reintegrating them into fresh creative methods.