The Saskatchewan Mental Hospital at Weyburn has played a significant role in the history of psychiatric services, mental health research, and providing care in the community. Its history provides a window to the changing nature of mental health services over the 20th century. Built in 1921, Saskatchewan Mental Hospital was considered the last asylum in North America and the largest facility of its kind in the British Commonwealth. A decade later the Canadian Committee for Mental Hygiene cited it as one of the worst facilities in the country, largely due to extreme overcrowding. In the 1950s the Saskatchewan Mental Hospital again attracted international attention for engaging in controversial therapeutic interventions, including treatments using LSD. In the 1960s, sweeping healthcare reforms took hold in the province and mental health institutions underwent dramatic changes as they began transferring patients into communities. As the patient and staff population shrunk, the once palatial building fell into disrepair, the asylum’s expansive farmland went out of cultivation, and mental health services folded into a complicated web of social and correctional services. Erika Dyck’s Managing Madness examines an institution that housed people we struggle to understand, help, or even try to change.

Psychiatry regularly comes under attack as a way of caring for and controlling the mentally ill. Originally published in 1986, this title explores the history and theory of psychiatry to illuminate current practice at the time, and shows why mental health services had developed in particular ways. The book was invaluable for all those who needed to understand the problems and processes behind current psychiatric practice at the time – sociologists and psychologists, psychiatrists and doctors, social workers, and health service planners and administrators – and will still be of historical interest today.

While mental illness and mental health care are increasingly recognized and accepted in today’s society, awareness of the most severely mentally ill—as well as those who care for them—is still dominated by stereotypes. Managing Madness in the Community dispels the myth. Readers will see how treatment options often depend on the social status, race, and gender of both clients and carers; how ideas in the field of mental health care—conflicting priorities and approaches—actually affect what happens on the ground; and how, amid the competing demands of clients and families, government agencies, bureaucrats and advocates, the fragmented American mental health system really works—or doesn’t. In the wake of movies like One Flew Over the Cuckoo’s Nest and Shutter Island, most people picture the severely or chronically mentally ill being treated in cold, remote, and forbidding facilities. But the reality is very different. Today the majority of deeply troubled mental patients get treatment in nonprofit community organizations. And it is to two such organizations in the Midwest that this study looks for answers. Drawing upon a wealth of unique evidence—fifteen months of ethnographic observations, 91 interviews with clients and workers, and a range of documents—Managing Madness in the Community lays bare the sometimes disturbing nature and effects of our overly complex and disconnected mental health system. Kerry Michael Dobransky examines the practical strategies organizations and their clients use to manage the often-conflicting demands of a host of constituencies, laws, and regulations. Bringing to light the challenges confronting patients and staff of the community-based institutions that bear the brunt of caring for the mentally ill, his book provides a useful broad framework that will help researchers and policymakers understand the key forces influencing the mental health services system today.

The New York Times bestseller “A glistening psychological history, faceted largely by the biographies of eight famous leaders . . .” —The Boston Globe “A provocative thesis . . . Ghaemi’s book deserves high marks for original thinking.” —The Washington Post “Provocative, fascinating.” —Salon.com Historians have long puzzled over the apparent mental instability of great and terrible leaders alike: Napoleon, Lincoln, Churchill, Hitler, and others. In A First-Rate Madness, Nassir Ghaemi, director of the Mood Disorders Program at Tufts Medical Center, offers a myth-shattering exploration of the powerful connections between mental illness and leadership and sets forth a controversial, compelling thesis: The very qualities that mark those with mood disorders also make for the best leaders in times of crisis. From the importance of Lincoln's "depressive realism" to the lackluster leadership of exceedingly sane men as Neville Chamberlain, A First-Rate Madness overturns many of our most cherished perceptions about greatness and the mind.