And there are no right or wrong feelings regarding a loss.įor some people, this may be the first response to loss.ĭenial is a common defense mechanism. In other words, there’s no written-in-stone list of “valid” reasons to grieve. For example, moving to a new city, school, or job, transitioning into a new age group, or staying in isolation because of a pandemic. Grief can similarly come from a perceived or real change in your life. Mourning can also come as a result of an illness, the end of a close relationship, or even the end of a project or dream. Mourning doesn’t come only from dealing with your own death or the death of a loved one. Everyone, from all walks of life and across cultures, experiences loss and grief at some point. This grief can come in many forms and for different reasons. The five stages of death became the five stages of grief. Years after her first book, Kübler-Ross adapted and extended her model to include other kinds of loss. Originally, Kübler-Ross referred to them as the “five stages of death.” This was because she was working with terminally ill patients at the time, and these were the common emotions they had regarding their own mortality. In her 1969 book, “ On Death and Dying,” Kübler-Ross examined the five most common emotional reactions to loss: She created the Kübler-Ross model, the theory of the five stages of grief and loss. One of these experts was Elisabeth Kübler-Ross, a Swiss American psychiatrist. It is argued that the adoption of radical overarching management strategies can have an unsettling effect on organisational arenas with implications for the success of current modernisation policy and the successful development of collaboration and partnership working.In an effort to better understand the grieving process, many mental health experts and researchers have dedicated years to studying loss and the emotions that come with it. This emphasis sought to turn the council into an ‘excellent’ performing local authority, and to create an organisation that learns, continually adapts and develops more permeable internal and external boundaries.

Within this context, and using a case study based upon Newcastle City Council between 1997-2005, this article analyses the adoption of a package of measures and associated policy responses, referred to collectively as ‘Waking up the Sleeping Giant’ which emerged as a reaction to the historical governance trends of clientelism, paternalism and fragmentation, which had plagued the development of intra and inter organisational partnerships. Such management principles have since become embedded in the way that we think aboutpublic-sector management, and are embodied in New Labours modernisation and new localism approaches to local government restructuring and the subsequent search for collaborative advantage. Such change, initially stimulated by American management gurus, set forth an ideology to create ‘lean and athletic’ organisations for the modem world - Kanter (1989) referred to these transformations as ‘When Giants Learn to Dance’. This article is situated within the context of the rapidpace ofpublic-sector reform since the 1970s with a focus upon the development of collaborative synergies. All subjects Allied Health Cardiology & Cardiovascular Medicine Dentistry Emergency Medicine & Critical Care Endocrinology & Metabolism Environmental Science General Medicine Geriatrics Infectious Diseases Medico-legal Neurology Nursing Nutrition Obstetrics & Gynecology Oncology Orthopaedics & Sports Medicine Otolaryngology Palliative Medicine & Chronic Care Pediatrics Pharmacology & Toxicology Psychiatry & Psychology Public Health Pulmonary & Respiratory Medicine Radiology Research Methods & Evaluation Rheumatology Surgery Tropical Medicine Veterinary Medicine Cell Biology Clinical Biochemistry Environmental Science Life Sciences Neuroscience Pharmacology & Toxicology Biomedical Engineering Engineering & Computing Environmental Engineering Materials Science Anthropology & Archaeology Communication & Media Studies Criminology & Criminal Justice Cultural Studies Economics & Development Education Environmental Studies Ethnic Studies Family Studies Gender Studies Geography Gerontology & Aging Group Studies History Information Science Interpersonal Violence Language & Linguistics Law Management & Organization Studies Marketing & Hospitality Music Peace Studies & Conflict Resolution Philosophy Politics & International Relations Psychoanalysis Psychology & Counseling Public Administration Regional Studies Religion Research Methods & Evaluation Science & Society Studies Social Work & Social Policy Sociology Special Education Urban Studies & Planning BROWSE JOURNALS

Waking up an angry giant