Antipsychotic medication use for nursing home residents with dementia poses major patient safety challenges. This article investigates health professionals’ experiences with decision-making during changes under the National Partnership to Improve Dementia Care in Nursing Homes (National Partnership) and its companion state coalitions. These programs were introduced in 2012 to encourage reductions in antipsychotic use and increased use of nonpharmacological treatments for dementia. Interviews with 40 nursing home physicians and staff in seven states found that reducing antipsychotics is more time and resource-intensive than relying on medication, because it requires a person-centered approach. However, respondents supported reductions in antipsychotic use, and indicated that with sufficient staffing, effective communications, and training, they could create or implement individualized treatments. Their positive attitudes suggest that the National Partnership has been a catalyst in reducing antipsychotic medications, and their perspectives can inform further research, policy and practice in nursing homes toward achieving quality dementia care.

Funding for American art museums has undergone significant changes in the past 20 years. In particular, federal and corporate giving have substantially declined following the Great Recession. These changes impact museums’ ability to secure funding for exhibitions. This study addresses how funding scarcity affects American art museums, specifically with regard to staff’s ability to execute their own tasks and the strategies of action they use to compensate for these changes. Drawing from literature on resource scarcity, I explore how funding declines have prompted museum staff to use “strategic cooperation” as a means of diversifying limited financial resources. Moreover, using interviews with curators and development officers, I identify three cooperative strategies they may use: coordinating inter‐professional activities, pooling professional knowledge, and finding creative financial solutions. These findings add to work on resource scarcity by identifying inter‐group cooperation as a diversification strategy. More importantly, I add to this literature by specifically identifying multiple forms of strategic cooperation individuals may employ to combat resource scarcity. Finally, while literature on the arts has focused on museums’ propensity for inter‐professional conflict during times of duress, my work demonstrates that, despite this, cooperative action is a present and viable strategy in cultural organizations.

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