Evidence-based guidelines for treating bipolar disorder: revised third edition recommendations from the British Association for Psychopharmacology

The British Association for Psychopharmacology guidelines specify the scope and targets of treatment for bipolar disorder. The third version is based explicitly on the available evidence and presented, like previous Clinical Practice Guidelines, as recommendations to aid clinical decision making for practitioners: it may also serve as a source of information for patients and carers, and assist audit. The recommendations are presented together with a more detailed review of the corresponding evidence. A consensus meeting, involving experts in bipolar disorder and its treatment, reviewed key areas and considered the strength of evidence and clinical implications. The guidelines were drawn up after extensive feedback from these participants. The best evidence from randomized controlled trials and, where available, observational studies employing quasi-experimental designs was used to evaluate treatment options. The strength of recommendations has been described using the GRADE approach. The guidelines cover the diagnosis of bipolar disorder, clinical management, and strategies for the use of medicines in short-term treatment of episodes, relapse prevention and stopping treatment.The use of medication is integrated with a coherent approach to psychoeducation and behaviour change

Capturing sociality in the movement between frames : an illustration from leadership development

In this paper we offer a dynamic relational perspective in which frames and framing work together in the practice of leadership development. Mead’s (1932) notion of sociality is introduced as a way of engaging with movements within and between frames, where it is these framing movements that we argue hold the potentiality of emergent practice. The paper responds to a growing interest in the delineation, conceptualization and practice of leadership as opposed to leader development, where we understand leadership development in terms of the creation of social capital, relational capacity and collaboration. However, there is little, if any research into how these dimensions may be intentionally developed in practice. Using online forum data from an 18-month long leadership development programme, we demonstrate three different sociality movements, which we have labeled kindling, stretching and spanning. Our analysis positions sociality at the core of leadership development interventions, and practice more generally