Generalist Social Work Practice

Generalist Social Work Practice
Phụ đề:	an empowering approach
Tác giả:	Karla Krogsrud Miley, Michael O'Melia
Ký hiệu tác giả:	MI-K
DDC:	300 - Khoa học xã hội
Ngôn ngữ:	Anh
Số cuốn:	1

Hiện trạng các bản sách

Mã số:	258SB0002515
Nhà xuất bản:	Allyn And Bacon
Năm xuất bản:	1998
Khổ sách:	30
Số trang:	509
Kho sách:	Thư viện Sao Biển
Tình trạng:	Hiện có

Preface	xv
PART 1 Social Work Practice Perspectives	1
1. Generalist Social Work Practice	3
Social Work Values and Purpose	6
Human Dignity and Worth	6
Social Justice	7
Translating Values into Practice	7
Achieving the Purpose of Social Work	8
Generalist Social Work	9
Levels of Intervention in Generalist Practice	10
Policy and Generalist Practice	12
Research in Generalist Practice	13
Advantages of a Multifaceted Approach	13
Social Work Functions and Roles	14
Consultancy	14
Resource Management	17
Education	20
Integrating Generalist Functions	22
A Generalist Approach to Change	23
The Ecosystems Perspective	23
Values and Cultural Competence	23
Strengths and Empowerment	23
An Empowering Approach to Practice	24
Looking Forward	24
2. The Ecosystems Perspective	25
The Knowledge Base of Generalist Practice	27
Social Work Knowledge is Multidisciplinary	27
Theoretical Frameworks for Practice	29
Developing a Practice Framework	30
Analyzing Theoretical Perspectives	31
The Ecosystems View	31
Humans in Context	32
Focus on Transactions	33
Development as Evolutionary Change	34
Goodness-of-Fit	35
View of Dysfunction	36
Implications for Change	37
Human Systems	38
System Defined	39
Dimensions of Systems	39
A Structural View of Systems	40
An Interactional View of Systems	42
Biopsychosocial Dimensions	44
Cultural Influences	45
Ecosystems: A Conceptual Framework for Practice	46
Identify the Focal System	47
What’s Happening Inside the System?	48
What’s Happening Outside the System?	48
How Do the Inside and Outside Connect?	48
How Does the System Move through Time?	49
Applying the Ecosystems Framework	50
Looking Forward	51
3. Values and Cultural Competence	52
Frames of Reference	53
Your Frame of Reference Shows	54
Professional Values and Practice Principles	55
Acceptance	56
Individualization	56
Nonjudgmentalism	57
Objectivity	57
Self-Determination	58
Access to Resources	58
Confidentiality	59
Accountability	59
Value Conflicts in Practice: An Example	59
Personal Values and Resources	61
Use of Self in Social Work	61
Increasing Self-Awareness	61
Values and Principles in Action: A Practice Example	62
How Values Influence Practice	64
Values and Diversity	64
Cultural Competence	66
The Need for Cultural Competence	66
Cultural Diversity Defined	66
Developing Cultural Competence	67
A Generalist View of Cultural Competence	68
Practitioner-Level Cultural Competence	68
Agency-Level Cultural Competence	73
Community-Level Cultural Competence	75
Looking Forward	76
4. Strengths and Empowerment	77
Strengths Perspective	79
Practice Assumptions	80
Key Transitions	80
Applying a Strengths Perspective	83
Empowerment	83
Personal Dimensions of Empowerment	84
Interpersonal Dimensions of Empowerment	85
Sociopolitical Dimensions of Empowerment	86
Power	87
Empowerment as a Concept and a Process	89
Empowerment-Based Practice	90
The Paradox of an Empowering Process	90
Collaboration and Partnership	90
Empowerment-Oriented Strategies	93
Tenets for Empowerment-Based Social Work Practice	95
Looking Forward	96
5. An Empowering Approach to Generalist Practice	97
Elements of an Empowering Generalist Approach	98
Infusing an Ecosystems Perspectiv	98
Reflecting an Empowerment Orientation	99
Collaborating with Clients	99
Empowering Assumptions	99
Phases and Processes of Empowering Practice	100
The Dialogue Phase	100
The Discovery Phase	102
The Development Phase	103
From Solving Problems to Promoting Competence	105
Processes in Action: Practice Examples	106
An Example at the Microlevel	106
An Example at the Midlevel	109
An Example at the Macrolevel	113
A Process for All Human Systems	115
Maintaining Flexibility in Application	115
The Recurring Nature of Social Work Processes	115
Structuring Meetings	116
Looking Forward	118
PART 2 The Dialogue Phase: Building Relationships and Assessing Challenges	119
6. Forming Partnerships	121
Collaboration and Partnership	123
The Dilemma of Social Workers as Experts	123
The Rewards of Clients as Experts	124
Making Initial Contacts	125
Recognizing What Clients Bring	125
Initiating Collaboration	126
Beginning Steps: A Practice Example	126
Qualities of Professional Partnerships	130
Genuineness	130
Acceptance and Respect	131
Trustworthiness	132
Empathy	133
Cultural Sensitivity	134
Purposefulness	135
Constructing Empowering Relationships	135
Recognizing Rights	135
Taking Responsibilities	136
Discussing Rights and Responsibilities	137
Augmenting Power	138
When Clients Feel Powerless	138
Voluntary and Involuntary Clients	139
Collaborating with Oppressed Clients	140
Partnerships with Larger Systems	141
Respecting Confidentiality	141
Absolute and Relative Confidentiality	142
Violating Confidentiality	142
Consent for Release of Information	143
Privileged Communication	143
Balancing Accountability and Privacy	146
Looking Forward	146
7. Articulating Challenges	147
Describing Challenges	149
Orienting toward the Future	149
Focusing on Transactions	150
Enhancing Client Situations	151
Sizing Up Challenges	151
Exchanging Information	151
Verbal Communication	153
Nonverbal Communication	154
Influences on Communication Processes	154
Listening and Responding	157
Responding Versus Initiating	157
Beginning the Dialogue	158
Response Continuum	159
Allowing Space	160
Nonverbal Responses	160
Single Word Responses	161
Partial Restatement	161
Complete Restatement	162
Clarification	163
Summary Clarification	163
Request to Continue	164
Questioning	165
Combining Responses	166
Practice Example	166
Responding to Feelings	169
The Experience of Feelings	169
Identifying Feelings	170
Verbalizing Feelings	170
Validating Feelings	171
Responding to Multiperson Client Systems	172
Facilitating Discussion	172
Respecting Existing Functioning	173
Special Issues in Responding	173
Responding to Anger	174
Responding to Silence	175
Responding to Questions	176
Responding to Feedback from Clients	176
Looking Forward	177
8. Defining Directions	178
Transforming Challenges Into Directions	180
Orienting Forward, Not Back	182
Framing the Search for Resources	183
Integrating Transactional Dimensions	183
Considering Client Motivation	184
A Transactional View of Motivation	18
Motivating Clients Who Have Given Up	184
Aligning Worker and Client Motivations	185
Overcoming Environmental Obstacles To Motivation	186
Motivating Larger Systems	186
Collaborating with Clients Who Resist	187
Resistance is Motivated	187
Cooperating with Resistance	188
Cooperating with Mandated Clients	188
Taking Priority Actions	189
Responding to Trauma	189
Responding to the Threat of Suicide	189
Responding to Threats toward Others	191
Responding to Child Abuse	194
Responding to Domestic Violence	195
Responding to Survival Needs	197
Responding to Signs of Addiction	197
Taking Control in Empowering Ways	198
Looking Forward	199
PART 3 The Discovery Phase: Assessing Resources and Planning Change	199
9. Identifying Strengths	201
Building a Foundation of Strengths	203
What Are Strengths?	205
Why Identify Strengths?	205
Balancing Strengths and Challenges	206
Looking for Strengths	208
Highlighting Strengths in General Functioning	209
Strengths in Individuals	209
Strengths in Families	210
Strengths in Groups	210
Strengths in Organizations	211
Strengths in Communities	211
Locating Strengths while Discussing Challenges	213
Solution-Focused Dialogue	213
Recognizing Cultural Strengths	214
Strengths in Diversity	217
Ethnic Group Strengths	218
Strengths in Cultural Group Memberships	218
Clients as Resources for Understanding Cultures	223
Uncovering Strengths in Adversity	226
Surviving Oppression	226
Surviving Violence	227
Surviving Family Disruption	228
Looking Forward	229
10. Analyzing Resource Capabilities	230
Exploring Resource Systems	231
Recognizing Environmental Resources	232
Turning Challenges into Resources	233
Collaborating to Search for Resources	234
Applying Theoretical Frameworks	234
Organizing Assessment with an Ecosystems Framework	234
Practice Example: Franklin Court	235
Using Assessment Tools	235
Social Histories	238
Genograms	239
Ecomaps	242
Community Assessments	243
Tools as Resources for Empowerment	244
Adding Viewpoints	245
Bringing in Significant Others	245
Contacting Other Professionals	246
Assessing Through Observation	247
Observations by Clients	249
Observations by Workers	250
Analyzing Human Systems	251
Collaborating on Analysis	252
Applying an Ecosystemic Perspective in Analysis	253
Analyzing Structures	253
Interactional Analysis	256
Psychosocial Analysis	257
Cultural Analysis	258
Analysis of Physical Environments	259
Putting the Pieces Together	260
Recordkeeping	260
Recording	261
Types of Recording Formats	261
Ethical and Legal Issues in Recordkeeping	265
Looking Forward	266
11. Framing Solutions	267
Collaborative Planning Processes	268
Client Expertise in Planning	269
Worker Expertise in Planning	269
Issues Affecting Collaborative Planning	270
Planning in Multiperson Systems	271
Goals and Objectives	273
Differentiating Goals and Objectives	273
Considering Goals	273
Translating Goals into Objectives	275
Constructing Action Plans	279
Crystallizing Outcome Goals	279
Writing Effective Objectives	283
Prioritizing Objectives	284
Screening Generalist Intervention Strategies	285
Choosing Effective Strategies	288
Delineating Tasks and Responsibilities	290
Setting Reviews and Evaluations	291
Contracting	292
Forms of Contracts	292
The Evolving Contract	293
Contracting as an Empowering Process	294
Contracting as a Strategy for Success	294
Looking Forward	295
PART 4: The Development Phase: Implementing, Evaluating, and Stabilizing Change	297
12. Activating Resources	299
Applying Generalist Intervention Skills	302
Intervention across System Levels	302
Maintaining Progress in the Action Plan	303
Implementing Action Plans	304
Enhancing Interactions	305
Sustaining Motivation	308
Developing Power	310
Promoting Leadership	310
Recognizing Choices	310
Locating Genuine Options	311
Magnifying Strengths	312
Changing Thinking and Behavior	313
Offering Feedback	313
Constructing Feedback	313
Creating New Concepts	315
Using Narrative Strategies	316
Trying Out New Behaviors	317
Managing Resources	320
Linking Clients with Resources	321
Case Advocacy	322
Maximizing Clients’ Rights	323
Educating	324
Teaching	324
Sharing Information	326
Looking Forward	328
13. Creating Alliances	330
The Power of Alliances	332
Developing Alliances through Groups	332
Groups and Empowerment	332
Mutual Aid in Groups	334
Facilitating Group Functioning	334
Social Action in Groups	336
Self-Help Groups	337
Strengthening Natural Support Alliances	338
Social Support	338
Assessing Social Support: Social Network Maps	340
Worker’s Roles in Encouraging Social Support	343
Case Management: Client-Service Alliances	344
Case Management Defined	345
The Purpose of Case Management	346
Case Management in Action: A Practice Example	347
Case Management Activities with Clients	348
Case Management Activities with the Delivery System	350
Workers’ Resources for Case Management	352
Critical Issues and Ethical Dilemmas	353
Organizational Alliances for Service Delivery	355
Building Interagency Coalitions	356
Working on Teams	356
Leading Effective Meetings	357
Professional Support Networks	358
Alliances within Organizations	358
Burnout	359
Professional Memberships	360
Connections in Cyberspace	362
Looking Forward	362
14. Expanding Opportunities	364
Opportunities: Keys to Empowerment	366
Environmental Opportunities	366
Environmental Risks	367
Empowerment and Opportunities	367
Empowerment in Groups and Communities	368
Resource Expansion	369
Identifying Resource Shortages	369
Mobilizing Resources	370
Educating the Public	371
Writing Grants	371
Community Change	372
Community Theories	372
Community Organizing	373
Community Development	375
Empowerment and Community Development	376
Policy Development	377
Policy Analysis and Change	378
Consumer Participation in Policy Development	379
Social Activism and Social Advocacy	380
A Heritage of Social Reform	381
Advocacy Role	381
Political Awareness	383
Social Work and Political Perspectives	385
Legislative Advocacy	385
Legislative Analysis	385
Lobbying	386
Legislative Testimony	387
Successful Legislation: The Americans with Disabilities Act	387
Resources for Professionals	389
Staff Development Training	389
Continuing Education	389
Professional Reading	390
Looking Forward	391
15. Recognizing Success	392
Social Work Evaluation and Research	393
Research Roles for Practitioners	395
Integrating Practice and Research	395
Practice Evaluation	395
Progress Evaluation	396
Client Outcome Assessment	397
Program Evaluation	398
Research	399
The Research Process	400
Research Terminology	403
Qualitative and Quantitative Data Analysis	406
Ethics in Research	407
Single-System Designs	408
Phases of Single-System Designs	408
Types of Single-System Designs	409
Limitations of Single-System Designs	419
Goal Attainment Scaling	421
Looking Forward	421
16. Integrating Gains	423
Knowing When to Resolve	425
Collaborating on Resolutions	425
Endings with Individuals and Families	425
Endings with Larger Systems	428
Completing Contracts	429
Preparing for Resolution	430
Discussing Readiness	431
Evaluating	432
Reviewing Progress	433
Sharing Feelings	433
Feelings about Endings	434
Generalizing Outcomes	435
Closing with Referral	437
Acknowledging Limited Resources	438
Recognizing Interim Success	439
Making Referrals	439
Responding to Client Withdrawal	441
Preparing for Early Withdrawal	441
Recognizing Exit Clues	442
Pursuing Mutual Resolutions	443
When Clients Die	444
Resolving Relationships with Larger Systems	445
Small Group Endings	445
Endings with Organizations and Communities	447
Resolving Intermember Relationships	448
Endings Are Beginnings	449
Epilogue	450
Appendix A NASW Code of Ethics	452
Appendix B The Northside Community	471
References	475
Author Index	499
Subject Index	503

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