Consultation, expert opinion, and testimony. Expert consultation regarding a variety of medical-legal issues for plaintiffs, defendants and the court; custody and divorce, medical malpractice, sexual molestation and harassment, medical fraud, hospitalization, suicide, confidentiality, ethics, therapist-patient boundary violations, personal injury, RICO, wrongful death and others.
Child Psychiatry Consultation, Kaiser – Permanente, Dallas, Texas
1994 – 1997
Consultant – Dallas Child Guidance Clinic, Dallas, Texas
1981 – 1990
Consultant to the Board – Dallas Child Guidance Clinic, Dallas, Texas
1980
Fowler Adolescent Residential Treatment Center
1978 – 1981
Terrell State Hospital, Child & Adolescent Services, Terrell, Texas
1977 – 1979
Camp LeJeune Base Schools, North Carolina
1975 – 1977
Onslow County Mental Health Center, Children's Service, Jacksonville, North Carolina
1975 – 1977
Department of Social Services, Onslow County, North Carolina
1975 – 1977
Child Advocacy Committee, Naval Regional Medical Center
1975 – 1977
PACT
1975 – 1977
MHMR, COCARE (Children's Service), Dallas, Texas
1975
Pediatric's Clinic, Children's Medical Center, Dallas, Texas
1974 – 1975
Plano Child Guidance Clinic, PLano, Texas
1974–1975
MHMR (Adult) Center, Dallas, Texas
1972–1973
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Dr. Blotcky has been requested by judges, lawyers and law enforcement agencies to assess the mental health of individuals. Please see the Forensic Practice page for more details.
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Business psychology combines understanding of both the business world and psychology. Dr. Blotcky interviews and consults with business owners, managers and employees who are seeking effective people that have an insight into themselves and insight into what motivates others. Some of the questions asked are: What is keeping you from the results you want? What behaviors need to be different in team members to accomplish the results? What business challenges are you facing? This is particularly useful in family business disputes, succession strategies and departure strategies.
Succession planning must deal with the complexity of emotions, loyalties, and conflicts among family members. Each feels a vested interest in the company's future; must expect some involvement and income. Their view of their proper role and financial take must be squared with the needs of the business to be sustainable and grow.
The challenge is (1) to select the child or family member(s) who will most probably ensure the family business, thus enhancing the financial gain of all, (2) to provide some appropriate role for others and (3) to do so while maintaining family harmony. This harmony needs to be guided very proactively through an energetic process that is enlightened to the importance of developing as much consensus as possible — a consensus that also supports corporate success for the benefit of the many. Infighting can be alarmingly destructive to the transition process interfering in good business decisions.
The issues of ownership/wealth and management/control must be considered separately. The next generation must accept the business as a responsibility, an exciting challenge and not simply a self—sustaining gift that pumps out cash and value with little leadership effort.
Outside consultation by a variety of professionals and possibly a business advisory board must be addressed with an open attitude, which allows the advice to be integrated as appropriate to the situation.
The next generation can be helped immeasurably by a diverse external advisory committee as well as individual consultants. However, these family members must be open, flexible and able to help formulate a plan, which they can be flexible enough to embrace. This is most often a neglected domain of focus — an active plan to resolve family jealousies, conflicts, loyalty conflicts, and other emotion issues that can undermine the planning and the execution of that plan. This is best viewed as process driven and is the focus of an outside consultant with the skills requisite to resolving emotional family issues and building a consensus. Psychologists and psychiatrists familiar with work in consultation, family therapy and business operations can be invaluable as a member of the consulting team. A key is to help all parties feel a part of the process.
The relationship between loved family members and business success leads to the complexity of decision-making. From this derives the imperative for an ongoing process. Minimizing or ignoring these complexities is always an error. The desire to make everyone happy is often impossible to achieve, and if this is the only goal, may lead to a failure of the business itself. Unqualified leaders may easily be chosen if this philosophy prevails. A narrow focus on business success can similarly destroy family relationships. A process must be developed which involves current leadership, family members, and objective advisors and consultants in order to focus all parties on a successful business transition and family progression.
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Copyright © 2020 Mark J Blotchy, M.D. - All Rights Reserved.