As the article by Fantuzzo, McWayne, and Bulotsky (2003) indicates, it increasingly is recognized that research in the mental health field must include enhanced efforts to conduct work outside the laboratory and in collaboration with major stakeholders (e.g., Kazdin, 2000; Weisz, Huey, & Weersing, 1998). However, the full implications of bringing the rigor of the scientific method into the relatively unpredictable and uncontrollable circumstances found in the real world are only beginning to be appreciated. Current initiatives for creating productive collaborations and partnerships underscore how many land mines there are along the road-especially when the intent is to intervene with parties for purposes of research and/or practice. Thus, the article by Fantuzzo et al. (2003) does a service by providing a stimulus for discussion. And there are many points that warrant comment. However, these comments will focus mainly on what the authors refer to as partnerships. Let's Talk! Toward Partnerships or a Tactic for Overcoming Resistance? Any move to engage potential participants in a fully informed dialogue is wonderful. Indeed, from an ethical perspective, it is an essential component of a truly informed consent process (English, 1995; Taylor & Adelman, 1998) and can be a step in moving toward authentic partnerships. As Fantuzzo et al. (2003) note, however, it is hardly a sufficient step, and it can just as readily be used as a clever tactic designed mainly to overcome resistance and curtail reactance. Given that the intent is to develop an authentic collaboration, good practice calls for beginning with a well-conceived model for understanding what is involved and a frame-i work for how to get there from here. Implications of efforts in this respect are still in the early stages of development (Center for Mental Health in Schools, 1999). Nevertheless, by reflecting on the article by Fantuzzo et al. (2003) and drawing on our work in these arenas, we can highlight some fundamental matters. Authentic Collaboration Collaborations and partnerships involve more than simply working together and are more than a process to enhance cooperation and coordination. One hallmark of authentic collaboration and partnerships is a formal agreement among participants to establish mechanisms and processes to accomplish mutually desired results (usually outcomes that would be difficult to achieve by any of the participants alone). In pursuing desired results, authentic collaborations design mechanisms and processes that (a) enable shared power, authority, decision making, and accountability; (b) weave together a set of resources (including financial and social capital); and (c) establish well-defined working relationships that connect, mobilize, and use the resources in planful and mutually beneficial ways. Key principles. Discussions of principles related to intervention have become so diffuse that almost every guideline is called a principle. With respect to collaborative research and practice, especially with vulnerable and underrepresented populations, a principled approach certainly is needed. There is a considerable literature discussing the fundamental social philosophical concerns such interventions raise. Based on that literature, the principles that must be addressed first and foremost in developing the type of collaborations described in the article are those that reflect overlapping concerns about distributive justice (equity and fairness) and empowerment (Beauchamp, Feinberg, & Smith, 1996). Equity is the legal facet of distributive justice. It ensures and protects individual rights and addresses inequities related to access to goods in life and meeting needs. Fairness is the more social philosophical application that deals with such ethical questions as: Fair for whom? Fair according to whom? Fair using what criteria and what procedures for applying the criteria? …
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