Strengths-based engagement and practice : creating effective helping relationships

著者

書誌事項

Strengths-based engagement and practice : creating effective helping relationships

Bob Bertolino and Youth in Need, Inc

Allyn & Bacon, c2010

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注記

Includes bibliographical references (p. [375]-390) and index

内容説明・目次

内容説明

This new text lpresents a wealth of ideas and methods for using collaborative, strengths-based practice by social workers or counselors. It looks at the conditions, factors, and practices that most often lead to success in therapeutic outcomes and translates them into common-sense practical methods. Through in-depth discussion, client examples, clinical vignettes, and exercises the author shows practitioners how to create a respectful attitude by becoming: culturally sensitive; collaborative; client infomred; competency based; and change oriented. It is based on decades of research that have been demonstrated to be influential in therapeutic outcomes.

目次

Preface Part I Chapter 1 The Atmosphere of Practice The Big Picture: Macro Factors and Helping Relationships The General Efficacy of Psychotherapy Professional Discipline Competency and Effectiveness The Scientist-Practitioner The Reflective Practitioner Therapist Effects Practice and Setting Personal Philosophy and Worldview Opening Conversations for Change: Becoming Strengths-Based Creating a Culture of Care and Respect Chapter 2 An Ecology of Ideas: Foundations of Strengths-Based Engagement (SBE) Multiple Perspectives and Ecology Hybrid Responses: Eclecticism and Integration Beyond Macro and Micro Levels: Strengthening Integration through Research Primary Agendas in Research Agenda 1: Empirically Supported Treatments (ESTs) and Evidenced-Based Practices (EBPs) (Model-Based Research) Agenda 2: Common Factors Agenda 3: Empirically Supported Therapy Relationships (ESRs) Agenda 4: Outcomes Management Intersection and Convergence in Research Effective Therapy and Universal Principles Reflecting on Philosophy and Research Core Premises of SBE Client Contributions The Therapeutic Relationship and Alliance Cultural Competence Change as a Process Expectancy and Hope Method and Factor of Fit Part II Chapter 3 Keys to Collaborative Partnerships: First Steps in Engagement Keys to Collaboration in Initial Engagement Collaboration Key #1: Service Expectations Collaboration Key #2: Attendance of Meetings/Sessions Collaboration Key #3: The Format of Meetings/Sessions Collaboration Key #4: The Physical Space and Setting of Sessions Collaboration Key #5: The Timing, Length, and Frequency of Sessions Collaboration Key #6: The Open-Door Perspective Collaboration Key #7: Pre-Meeting/Session Change Collaboration Key #8: Process and Outcome-Informed Chapter 4 Active Client Engagement: The Language of Change Creating Listening Space Attending, Listening, and Change The Effects of Language on Psychology and Physiology Attending and Listening as Core Conditions of Client Engagement Acknowledgment as a Path to Possibility Dissolving Impossibility Talk Future-Talk: Acknowledgement and a Vision for the Future Creating Further Possibilities of Change through Language Giving permission Inclusion Normalizing Utilization Matching Language Incorporating Process-Oriented Feedback Putting it all Together: Constructing Conversations for Change Part III Chapter 5 Establishing Structure and Direction: Using Information-Gathering Processes Generative Conversations: Information-Gathering Processes as Gateways to Change Strengths-Based Information-Gathering: Formal Processes Introducing Formal Information-Gathering Processes General Information-Gathering Questions Specific Content Area Questions Diagnosis Implementing Outcome Measurement Strengths-Based Information-Gathering: Informal Processes Funneling: Creating Direction and Increased Focus Action-Talk: Gaining Clarity with Problems and Goals Further Techniques for Gaining a Focus Future Determining Progress Toward Goals: Identifying Indicators of Change Using Scaling and Percentage-Based Questions Determining Concerns and Goals with Multiple Clients Collaborating with Outside Helpers Chapter 6 Mapping the Topography of Change: Understanding Clients' Orientations Therapy Theories and Factor of Fit From Philosophy to Theory Inviting, Acknowledging, and Matching: Client Orientations as Compasses to Change Influences of Context Clients' Theories of Change Developing a Framework Through Secondary Matching Domains of Change Stages of Change Further Considerations in Differential Matching In Sum: Mapping the Client's Territory Collaboration and Decision-Making Collaboration in Case Conferences, Staffings, and Meetings Part IV Chapter 7 Changing Views and Perspectives, Part I: Exceptions and Differences Negotiating the New: Orienting Toward Views Clients' Stories as Pathways to Problems and Possibilities Problematic Stories Cognition, Attention, & Reciprocation The Matter of "Questions" Identifying and Building on Exceptions Build Accountability Through Language Find Counterevidence to Problems Draw Distinctions between Multiple Statements, multiple Actions, or Between Statements and Actions Use Splitting to Draw Distinctions Find Alternative Stories or Frames of Reference to Fit the Same Evidence or Facts Search for hidden strengths The Q-As of Resilience: Fostering the Person of the Client Identify valuing witnesses Rewriting New Life Stories The Person is Not the Problem: Using Externalizing Conversations Chapter 8 Changing Views and Perspectives, Part II: Patterns of Attention Facilitating Shifts in Attention Finding a Vision for the Future Suggest That Clients Focus on What Has Worked rather than What Has Not Suggest That Clients think of at Least One Thing That Would Challenge or Get Them to Cast Doubt on Their Thoughts Suggest That Clients Recall Other Aspects of Situations They Are Remembering Suggest a Change in Some Quality of Remembered Experience Identify and Integrate Unincorporated Aspects of Self Shift between the Past, Present, and Future Suggest That Clients Shift from Focusing on Their Internal Experience to Focusing on the External Environment or Other People or Vice-Versa Suggest That Clients Shift Their Sensory Attention Orient Toward Balance Stories and Metaphor Further Mediums of Change: Written Word, Music, and Film Conversational and Consulting Teams (CCTs) Introduction of CCTs to Clients Foundational Ideas Preparation and Posture of the CCT The Format Chapter 9 Changing Actions and Interactions, Part I: Identifying and Altering Repetitive Patterns Action and Interaction in Context: The Construction of Patterns The Landscape or Action and Interaction: Identifying Problematic Patterns Preparing for Movement: Orienting Toward Action Depatterning Patterns of Action and Interaction Change the Frequency/Rate of the Complaint or the Pattern Around theComplaint Change the Location of the Performance of the Complaint Change the Duration of the Complaint or the Pattern Around the Complaint Change the Time (Hour/Time of Day, Week, Month or Time of Year) of the Complaint or the Pattern Around the Complaint Change the Sequence (order) of Events Involved in or Around the Complaint Interrupt or Otherwise Prevent the Occurrence of the Complaint Add a new element to the Complaint Break Up Any Previously Whole Element of the Complaint into Smaller Elements Reverse the Direction of Striving in the Performance of the Problem (also Referred to as Paradox or Prescribing the Symptom) Link the Occurrence of the Complaint to Another Pattern That is a Burdensome Activity(also Referred to as Ordeal) Change the Body Behavior/Performance of the Problem or Complaint Chapter 10 Changing Actions and Interactions, Part II: Identifying and Amplifying Solution Patterns Repatterning Through Solutions Find Out About Any helpful Changes That Have Happened Before therapy Began Find Out About Previous Solutions to Problems (Exceptions), Including Partial Solutions and Partial Successes, and Actions Associated with Those Solutions Search for Contexts in Which There is Evidence of Competency and/or Good Problem Solving or Creative Skills Find Out What Happens as the Problem Ends or Starts to End Find Out Why the Problem is not Worse/Using Strengths as a Countermeasure Rituals of Connection and Continuity: Balancing Security and Change Rituals of Transition: Action Methods with Meaning Putting Ideas to Work: Creating Action Plans Part V Chapter 11 Future Interactions and Sessions: Patterns of Client Responses Continuous Engagement: Exploring Client Experiences and Revisiting Preferences Beyond First Sessions: Continuing Conversations for Change Revisiting the Role of Outcome-Oriented Feedback Each Session as its Own Entity: Reorienting to Clients' Stories When Clients Report New Concerns or Problems When Clients Reports are Ambiguous or Vague Integrating Outcome-Oriented Feedback to Clarify Ambiguity When Clients Report No Change or Deterioration Coping Sequence Questions Joining the Pessimism "No-Talk" Clients Keys for Negotiating Impasses Chapter 12 Emerging and Evolving Stories: Building on Progress and Change When Improvement is Reported or Identified The Dynamic Duo: Attribution and Speculation Share Credit for Change What Else? Continuing Conversations to Build on Change Making New Connections Though Linking Revisiting Outcome-Oriented Feedback Situating Change in Relation to Goals and Preferred Futures Extrapolations: Growing New Stories Therapeutic Letters to Clients Documenting New Life Stories Preparing for Transitions Putting Change in Context: Managing Setbacks Anticipating Hurdles and Perceived Barriers and Extending Change into the Future Transition/Celebratory Rituals In Through the Out Door: States of Transition Part VI Chapter 13 Evolution in Context: Constructing New Worlds through Respect and Dignity Changing Therapists' Views and Patterns Ongoing Self-Reflection Using Frameworks to Stimulate New Ideas Supervision as a Parallel Process Reflecting Consultations Characteristics of Successful and Effective Therapists Effectiveness, Longevity, and Self-Care We All Go Together: Creating Strengths-Based Organizations A Culture of Feedback Proactive Inquiry Philosophy in Action People in Places Coming Full Circle Appendix "A" References

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