Abstract
A recovery paradigm that promotes service user involvement, empowerment, and agency has been a guiding principle for the transformation of mental health services internationally. Incorporating recovery values into traditional mental health care settings, however, has been problematic due to organizational, structural, and attitudinal barriers. A new emphasis on contexts, values, and partnerships with service users requires providers to collectively redefine their roles, creating a shift in both individual and organizational identities. This conceptual article provides an in-depth exploration of the social and cultural factors involved in frontline mental health care, highlighting the nature of shared cognition in organizational learning as well as the conflicting forces that promote social stability and change. Using theory drawn from clinical, organizational, and social science literature, the article will discuss the competing ideologies in mental health care, emphasizing the need to create new learning conversations that honor the system’s capacity while creating the necessary dissonance for transformation.
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