People problems
Author(s)
Bibliographic Information
People problems
Palgrave Macmillan, 2006
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Note
Includes bibliographical references (p. 166-170) and index
Description and Table of Contents
Description
"People Problems" aims to equip students, practitioners and managers with an understanding of the factors that contribute to a range of problems, such as conflict, stress, relationship difficulties and poor communication. It introduces fifty problem-solving techniques, with a commentary on how they can be effectively used in a variety of contexts and plenty of suggestions for further reading. The book offers an invaluable source of ideas and is an ideal companion volume to People Skills. It's generic approach will appeal across a wide readership, in health and social care and beyond.
Table of Contents
The Author Preface Acknowledgements Introduction PART ONE: UNDERSTANDING PEOPLE AND THEIR PROBLEMS Introduction What is a Problem? What is a 'People' Problem? All Action is Interaction Problem Identification Motivation Problems Not Puzzles Promoting Change PRECISE Practice Problems and Challenges The Problem-Solving Process Problems and Opportunities Reflective Practice Operacy Conclusion PART TWO: PROBLEM-SOLVING METHODS Introduction Avoiding Avoidance - Facing Up to Our Responsibilities Brokerage - Redirecting People to Sources of Help Capitalizing on Crisis - Realising the Potential of Critical Moments in a Person's Life The CIA Framework - Managing Pressure and Stress Chunk Up or Chunk Down - Finding the Right Level of Analysis Congruence - Getting on the Same Wavelength Consequences - Exploring Options and Their Likely Outcomes Cost-Benefit Analysis - Balancing the Pros and Cons Critical Incident Technique - Learning From Significant Experiences Doing the Right Things vs. Doing Things Right - Balancing Efficiency and Effectiveness The Drama Triangle - Avoiding Being Drawn into Being a 'Rescuer' Eating an Elephant - Being Realistic About What We Can Achieve Eco Maps - Mapping Out Relationships Across Groups of People Elegant Challenging - Being Constructive in Challenging Unacceptable Behaviour or Language Embedded Whys - Establishing Reasons for Our Actions The Empty Chair - Exploring The Influence of an Absent Person Force-Field Analysis - Managing Change Giving Feedback - Letting People Know Where They Stand Helicopter Vision - Obtaining an Overview Know Your Enemy - Coping With Anxiety Making the Most of Meetings - Avoiding Time and Energy Being Wasted Mind Maps - Developing a Picture of the Situation You Are Dealing With Modelling and Use of Self - Using Yourself as a Tool to Help Others Naming the Process - Bringing Hidden Agendas Out into the Open Not Tolerating Vagueness - Avoiding the Dangers of Being Too Vague Objectives Tree - A Framework for Helping Develop Plans Paint the Toilets - Making a Fresh Start PCS Analysis - Understanding Different Levels of Discrimination Positive Strokes - Building Confidence Providing an Anchor - Providing Security in Times of Instability Pushing the Buttons - Acting as an Advocate REBT - Understanding Anger Recognizing Grief - Appreciating the Significance of Loss and Grief The RED Approach - Managing Conflict Reframing - Redefining Problem Situations to Allow People to Move Forward Responding to Feelings - Taking Account of the Emotional Dimension The Right Person for the Job - Matching Skills and Aptitudes to Tasks Risk Assessment - Analysing the Risks Involved in a Given Situation Role Reversal - Seeing the Situation from Someone Else's Point of View SARAH - Coping With Emotional Intensity SMART Objectives - The Importance of Having Clear Goals SOLER - Managing Interpersonal Relations SWOT Analysis - Balancing Positives and Negatives as an Aid to Decision Making Think - Feel - Do - Taking Account of the Three Dimensions of Human Experience The Three Hs - Understanding What Motivates People's Behaviour Transactional Analysis - Understanding Interpersonal Dynamics Tuning In - Making Connections With the People We Are Trying to Help Using Dissonance - Challenging Ingrained Views Visioning - Developing a Vision of The Place We Want to Get to Working Backwards - Keeping a Clear Focus On Outcomes PART THREE: GUIDE TO FURTHER LEARNING Introduction Further Reading Organizations and Websites References Index
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