Investigated the clinical decision‐making process among three groups of mental health workers. Ss were 32 paraprofessionals, 11 social workers, and 13 clinical psychologists. Each S conducted two simulated intake interviews and decided at certain times during the procedure whether the client was (a) in need of medcation; (b) suicidal; and (c) in need of hospitalization. Results revealed that the professionals displayed no greater consensus in their decisions than did the paraprofessionals. The professionals, especially the psychologists were more confident of their decisions, but only when it was appropriate (i. e., on questions on which they had reached some consensus). The psychologists were most consistent and focused in their manner of gathering information. The majority of Ss reached their decisions early in the interviews.

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Over the past 2 decades, the agencies and employees of the U.S. Intelligence Community (IC) have increasingly come to appreciate the organizational, counterintelligence, and occupational health value added by employee assistance programs (EAPs). The author presents the rationale for such programs; discusses their core components; mentions some of the key professional and ethical challenges faced by consulting psychologists who provide these services; discusses the unique obstacles that must be overcome, in light of the common concern among IC employees that use of mental health services will adversely affect their continuing eligibility for a security clearance and/or their career; gives examples of policies and practices that encourage the use of services by IC employees; and suggests areas for further program development and research.Employee assistance programs (EAPs) are a well-established component of the organizational consultation and occupational health care authorized for and provided to federal managers and employees (U.S. Office of Personnel Management, n.d.). The broad goals of these programs are (a) to provide federal managers with expert psychological consultation on a broad variety of operational, administrative, and organizational issues; and (b) to promote the physical and mental fitness of federal employees, thereby enhancing the productivity, reliability, and trustworthiness of the workforce. The former goal has arisen largely in response to recognition by federal managers and organizations that they might benefit in numerous, diverse ways from consultation provided by experts in human motivation and behavior. Studies such as those documenting the impact of depression on worker productivity (e.g., Druss, Schlesinger, & Allen, 2001;and Stewart, Ricci, & Chee, 2003) have made the case for the latter goal a compelling one.Paul R. Clavelle recently retired from the U.S. Department of Defense. He currently works as an independent consultant and clinician in Columbia, MD.I thank my many colleagues in the intelligence community for their friendship, support, and ideas over the years.Except where quoted from an official document, all statements expressed in this article are those of the author and do not necessarily reflect the official opinions or policies of any U.S. government entity.

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