Behavioral health leaders are observing a shift: industry needs are becoming more complex, intersecting with social, digital and physical health factors in new ways. While awareness and demand for services continue to grow, infrastructure, training and access have not kept pace. From early intervention to workforce well-being, the field is moving toward more integrated, proactive models of care — with an emphasis on meeting patients where they are and preparing for needs that traditional systems weren’t built to address. [Becker's Behavioral Health]

Editor’s note: These responses have been lightly edited for clarity.

Question: The definition of behavioral health need is expanding — from workplace burnout to adolescent distress and aging populations. What emerging patient population or behavioral health challenge do you believe the industry isn’t yet prepared for — and how should leaders begin responding?

Scott Baker. Executive Vice President of Growth and Partnerships, Array Behavioral Care (Mount Laurel, N.J.): As tech‑ and AI‑enabled mental health solutions expand, one emerging population the industry is not yet fully prepared to support is behavioral health professionals themselves. While digital tools such as machine learning for clinical decision support and AI‑enabled scribes hold enormous potential to improve the efficiency, quality and accessibility of behavioral care, many clinicians remain wary of these innovations. This is especially true in behavioral health, where care is often viewed as a relational art form that resists quantification. Fears of being replaced by technology, combined with limited understanding of how these tools actually work, can contribute to skepticism and resistance.

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