ABSTRACT
At one stage in my life, I did a lot of work as a psychological consultant to various private organisations that catered for children with learning and behaviour problems. These organisations seemed driven by the financial possibilities of catering for children whom nobody wanted, and were staffed with people seemingly motivated by unresolved personal issues which I imagined might have hampered their ability to sustain a job in mainstream education. I was therefore pleasantly surprised when a group of schools to which I was consultant appointed a new head of care who struck me as being educated, intelligent, and psychologically stable. We immediately hit it off, and I looked forward to an enjoyable working partnership. After a while, he expressed his wish to have an analysis with me. However, after explaining the boundary conflicts, I referred him on to trusted colleagues; I later learned he had not pursued this matter further.
