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| Social Work Practice Perspectives | |
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| Generalist Social Work Practice | |
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| Social Work Values and Purpose | |
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| Human Dignity and Worth | |
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| Social Justice | |
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| Defining Social Work | |
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| Achieving the Purpose of Social Work | |
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| Generalist Social Work | |
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| Levels of Intervention in Generalist Practice | |
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| Policy and Generalist Practice | |
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| Research in Generalist Practice | |
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| Advantages of a Multifaceted Approach | |
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| Social Work Functions and Roles | |
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| Consultancy | |
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| Resource Management | |
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| Education | |
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| Integrating Generalist Functions | |
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| Assessing Your Competence | |
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| Looking Forward | |
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| Human System Perspectives | |
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| The Knowledge Base of Generalist Practice | |
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| Theoretical Frameworks for Practice | |
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| Developing a Practice Framework | |
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| Analyzing Theoretical Perspectives | |
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| Key Perspectives for Empowering Practice | |
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| Ecosystems | |
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| Social Constructionism | |
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| Feminist Perspective | |
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| The Ecosystems Perspective | |
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| Humans in Context | |
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| Focus on Transactions | |
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| Development as Evolutionary Change | |
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| Goodness-of-Fit | |
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| View of Dysfunction | |
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| Implications for Change | |
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| Human Systems | |
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| System Defined | |
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| Dimensions of Systems | |
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| A Structural View of Systems | |
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| An Interactional View of Systems | |
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| Biopsychosocial Dimensions | |
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| Cultural Influences | |
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| Ecosystems: A Conceptual Framework for Practice | |
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| Identify the Focal System | |
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| What's Happening Inside the System? | |
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| What's Happening Outside the System? | |
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| How Do the Inside and Outside Connect? | |
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| How Does the System Move through Time? | |
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| Applying the Ecosystems Framework | |
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| Assessing Your Competence | |
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| Looking Forward | |
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| Values and Multicultural Competence | |
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| Frames of Reference | |
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| Your Frame of Reference Shows | |
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| Professional Values and Practice Principles | |
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| Acceptance | |
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| Individualization | |
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| Nonjudgmentalism | |
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| Objectivity | |
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| Self-Determination | |
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| Access to Resources | |
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| Confidentiality | |
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| Accountability | |
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| Value Conflicts in Practice: An Example | |
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| Personal Values and Resources | |
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| Use of Self in Social Work | |
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| Increasing Self-Awareness | |
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| Values and Principles in Action: A Practice Example | |
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| How Values Influence Practice | |
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| Values and Diversity | |
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| Multicultural Competence | |
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| Cultural Diversity Defined | |
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| Proficient Multicultural Practice | |
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| Cultural Competence | |
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| Cultural Sensitivity | |
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| Cultural Responsiveness | |
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| A Generalist View of Cultural Competence | |
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| Practitioner-Level Cultural Competence | |
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| Agency-Level Cultural Competence | |
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| Community-Level Cultural Competence | |
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| Assessing Your Competence | |
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| Looking Forward | |
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| Strengths and Empowerment | |
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| Strengths Perspective | |
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| Practice Assumptions | |
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| Key Transitions | |
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| Applying a Strengths Perspective | |
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| Empowerment | |
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| Personal Dimensions of Empowerment | |
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| Interpersonal Dimensions of Empowerment | |
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| Sociopolitical Dimensions of Empowerment | |
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| Power | |
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| Empowerment as a Concept and a Process | |
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| Empowerment-Based Practice | |
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| The Paradox of an Empowering Process | |
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| Collaboration and Partnership | |
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| Characteristics of Empowerment-Centered Social Workers | |
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| Empowerment-Oriented Strategies | |
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| Assessing Your Competence | |
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| Looking Forward | |
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| An Empowering Approach to Generalist Practice | |
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| Elements of an Empowering Generalist Approach | |
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| Infusing an Ecosystems Perspective | |
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| Reflecting a Social Justice Commitment | |
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| Applying a Strengths Orientation | |
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| Collaborating with Clients | |
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| Constructing an Empowering Reality | |
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| Phases and Processes of Empowering Practice | |
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| The Dialogue Phase | |
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| The Discovery Phase | |
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| The Development Phase | |
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| From Solving Problems to Promoting Competence | |
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| Processes in Action: Practice Examples | |
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| An Example at the Microlevel | |
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| An Example at the Mezzolevel | |
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| An Example at the Macrolevel | |
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| Multilevel Intervention in Generalist Pracitice: Integrative Case Example | |
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| Intervention at the Microlevel | |
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| Intervention at the Mezzolevel | |
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| Intervetnion at the Macrolevel | |
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| Assessing Your Competence | |
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| Looking Forward | |
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| The Dialogue Phase: Building Relationships and Describing Situations | |
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| Forming Partnerships | |
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| Collaboration and Partnership | |
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| The Dilemma of Social Workers as Experts | |
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| The Rewards of Clients as Experts | |
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| The Social Worker's Role | |
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| Agency Influences on Worker-Client Relationships | |
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| Making Initial Contacts | |
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| Recognizing What Clients Bring | |
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| Initiating Collaboration | |
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| Beginning Steps: A Practice Example | |
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| Qualities of Professional Partnerships | |
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| Genuineness | |
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| Acceptance and Respect | |
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| Trustworthiness | |
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| Empathy | |
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| Cultural Sensitivity | |
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| Purposefulness | |
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| Constructing Empowering Relationships | |
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| Recognizing Rights | |
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| Taking Responsibilities | |
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| Discussing Rights and Responsibilities | |
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| Augmenting Power | |
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| When Clients Feel Powerless | |
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| Collaborating with Oppressed Clients | |
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| Voluntary and Involuntary Clients | |
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| Partnerships with Larger Systems | |
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| Respecting Confidentiality | |
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| Absolute and Relative Confidentiality | |
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| Violating Confidentiality | |
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| Informed Consent for Releasing Information | |
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| Privileged Communication | |
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| Balancing Accountability and Privacy | |
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| Assessing Your Competence | |
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| Looking Forward | |
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| Articulating Situations | |
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| Empowering Dialogue | |
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| Listening and Responding | |
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| Proactive Responding | |
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| Describing the Current Situation | |
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| Orienting toward Goals | |
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| Searching for Strengths and Resources | |
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| Sizing Up Situations | |
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| Exchanging Information | |
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| Verbal Communication | |
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| Nonverbal Communication | |
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| Influences on Communication Processes | |
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| Assessing the Client's Perspective | |
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| Responding to Thoughts | |
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| Allowing Space | |
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| Nonverbal Responses | |
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| Single Word Responses | |
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| Restatement | |
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| Clarification | |
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| Summary Clarification | |
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| Request to Continue | |
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| Questioning | |
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| Combining Responses | |
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| Practice Example | |
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| Responding to Feelings | |
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| The Experience of Feelings | |
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| Identifying Feelings | |
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| Verbalizing Feelings | |
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| Validating Feelings | |
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| Special Issues in Responding | |
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| Responding to Anger | |
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| Responding to Silence | |
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| Responding to Questions | |
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| Responding to Feedback from Clients | |
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| Responding to Larger Client Systems | |
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| Facilitating Discussion | |
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| Respecting Existing Functioning | |
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| Assessing Your Competence | |
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| Looking Forward | |
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| Defining Directions | |
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| Transforming Challenges into Directions | |
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| Orienting Forward, Not Back | |
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| Framing the Search for Resources | |
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| Integrating Transactional Dimensions | |
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| Considering Client Motivation | |
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| A Transactional View of Motivation | |
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| Motivating Clients Who Have Given Up | |
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| Aligning Worker and Client Motivations | |
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| Motivating Larger Systems | |
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| Collaborating with Clients Who Resist | |
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| Resistance Is Motivated | |
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| Cooperating with Resistance | |
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| Overcoming Environmental Resistance | |
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| Cooperating with Mandated Clients | |
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| Constructing Workers' Expectations | |
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| Structuring a Working Partnership | |
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| Defining a Motivating Direction | |
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| Taking Priority Actions | |
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| Responding to Trauma | |
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| Responding to the Threat of Suicide | |
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| Responding to Threats toward Others | |
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| Responding to Child Abuse | |
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| Responding to Elder Abuse | |
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| Responding to Intimate Partner Violence | |
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| Responding to Survival Needs | |
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| Responding to Signs of Addiction | |
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| Assessing Your Competence | |
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| |
| Looking Forward | |
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| |
| The Discovery Phase: Assessing Resourcesand Planning Change | |
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| Identifying Strengths | |
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| Infusing a Strengths Perspective | |
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| What Are Strengths? | |
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| Why Identify Strengths? | |
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| Balancing Strengths and Challenges | |
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| Looking for Strengths | |
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| Highlighting Strengths in General Functioning | |
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| |
| Strengths in Individuals | |
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| Strengths in Families | |
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| Strengths in Groups | |
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| Strengths in Organizations | |
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| Strengths in Communities | |
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| |
| Solution-Focused Dialogue | |
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| Creating a Solution-Saturated Atmosphere | |
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| Searching for Exceptions | |
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| Detecting Incremental Steps | |
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| Searching for Transferable Skills | |
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| Recognizing Cultural Strengths | |
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| Strengths in Diversity | |
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| Ethnic Group Strengths | |
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| African Americans | |
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| Latino Americans | |
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| Asian Americans | |
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| Native Americans | |
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| Strengths in Cultural Group Memberships | |
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| Women | |
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| Gays and Lesbians | |
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| Older Adults | |
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| Religious Affiliations and Spirituality | |
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| Persons with Disabilities | |
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| |
| Clients as Resources for Understanding Cultures | |
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| Uncovering Strengths in Adversity | |
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| |
| Surviving Oppression | |
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| Surviving Violence | |
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| |
| Surviving Family Disruption | |
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| |
| Assessing Your Competence | |
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| |
| Looking Forward | |
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| |
| |
| Assessing Resource Capabilities | |
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| |
| Exploring Resource Systems through Assessment | |
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| |
| Recognizing Environmental Resources | |
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| |
| Turning Challenging Situations into Resources | |
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| |
| Collaborating to Search for Resources | |
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| |
| Applying Theoretical Frameworks | |
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| |
| Organizing Assessment Using a Five-Point Ecosystemic Schema | |
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| |
| Practice Example: Franklin Courts | |
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| Organizing Assessment: Applying Ecosystemic Questions | |
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| |
| Assessing Structures | |
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| Assessing Interactions | |
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| Assessing Thinking and Feeling | |
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| Assessing Cultural Influences | |
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| Assessing Spiritual Dimensions | |
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| Assessing Physical Environments | |
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| |
| Putting the Pieces Together | |
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| |
| Using Assessment Tools | |
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| Social Histories | |
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| Genograms | |
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| Eco-maps | |
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| |
| Culturally Sensitive Assessment | |
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| Social Network Maps | |
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| Group Assessment | |
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| Organizational Assessment | |
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| Neighborhood and Community Assessment | |
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| Tools as Resources for Empowerment | |
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| Adding Viewpoints | |
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| Bringing in Significant Others | |
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| Contacting Other Professionals | |
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| |
| Assessing through Observation | |
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| Observations by Clients | |
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| Observations by Workers | |
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| Recordkeeping | |
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| Recording | |
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| Types of Recording Formats | |
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| |
| Ethical and Legal Issues in Recordkeeping | |
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| |
| Assessing Your Competence | |
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| |
| Looking Forward | |
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| |
| |
| Framing Solutions | |
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| |
| Collaborative Planning Processes | |
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| Client Expertise in Planning | |
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| Worker Expertise in Planning | |
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| Issues Affecting Collaborative Planning | |
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| |
| Planning in Multiperson Systems | |
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| Goals and Objectives | |
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| Differentiating Goals and Objectives | |
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| |
| Considering Goals | |
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| Translating Goals into Objectives | |
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| |
| Constructing Action Plans | |
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| Crystallizing Outcome Goals | |
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| |
| Writing Effective Objectives | |
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| Prioritizing Objectives | |
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| |
| Screening Generalist Intervention Strategies | |
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| Choosing Effective Strategies | |
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| |
| Delineating Tasks and Responsibilities | |
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| |
| Setting Reviews and Evaluations | |
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| |
| Contracting | |
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| |
| The Evolving Contract | |
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| |
| Contracting as an Empowering Process | |
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| |
| Assessing Your Competence | |
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| |
| Looking Forward | |
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| |
| |
| The Development Phase: Implementing, Evaluating,and Stabilizing Change | |
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| |
| |
| Activating Resources | |
| |
| |
| Applying Generalist Intervention Skills | |
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| |
| Intervention across System Levels | |
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| |
| Maintaining Progress in the Action Plan | |
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| |
| Implementing Action Plans | |
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| |
| Enhancing Interactions | |
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| |
| Sustaining Motivation | |
| |
| |
| Developing Power | |
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| |
| Promoting Leadership | |
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| |
| Recognizing Choices | |
| |
| |
| Locating Genuine Options | |
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| |
| Magnifying Strengths | |
| |
| |
| Changing Perspectives | |
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| |
| Offering Feedback | |
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| |
| Constructing Feedback | |
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| |
| Creating New Concepts | |
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| |
| Using Narrative Strategies | |
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| |
| Trying Out New Behaviors | |
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| |
| Managing Resources | |
| |
| |
| Linking Clients with Resources | |
| |
| |
| Client Advocacy | |
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| |
| Maximizing Clients' Rights | |
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| |
| Educating | |
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| |
| Teaching | |
| |
| |
| Sharing Information | |
| |
| |
| Assessing Your Competence | |
| |
| |
| Looking Forward | |
| |
| |
| |
| Creating Alliances | |
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| |
| The Power of Alliances | |
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| |
| Developing Alliances through Groups | |
| |
| |
| Groups and Empowerment | |
| |
| |
| Mutual Aid in Groups | |
| |
| |
| Self-Help Groups | |
| |
| |
| Social Action through Group Work | |
| |
| |
| Strengthening Natural Support Alliances | |
| |
| |
| Social Support | |
| |
| |
| Workers' Roles in Encouraging Social Support | |
| |
| |
| Case Management: Client-Service Alliances | |
| |
| |
| Case Management Defined | |
| |
| |
| The Purpose of Case Management | |
| |
| |
| Case Management in Action: A Practice Example | |
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| |
| Case Management Activities with Clients | |
| |
| |
| Case Management Activities with the Delivery System | |
| |
| |
| Workers' Resources for Case Management | |
| |
| |
| Critical Issues and Ethical Dilemmas | |
| |
| |
| Organizational Alliances for Service Delivery | |
| |
| |
| Building Interagency Coalitions | |
| |
| |
| Working on Teams | |
| |
| |
| Leading Effective Meetings | |
| |
| |
| Professional Support Networks | |
| |
| |
| Alliances within Organizations | |
| |
| |
| Job Stress and Burnout | |
| |
| |
| Professional Memberships | |
| |
| |
| Connections in Cyberspace | |
| |
| |
| Assessing Your Competence | |
| |
| |
| Looking Forward | |
| |
| |
| |
| Expanding Opportunities | |
| |
| |
| Opportunities: Keys to Empowerment | |
| |
| |
| Empowerment and Opportunities | |
| |
| |
| Empowerment in Groups and Communities | |
| |
| |
| Resource Expansion | |
| |
| |
| Identifying Resource Shortages | |
| |
| |
| Mobilizing Resources | |
| |
| |
| Educating the Public | |
| |
| |
| Writing Grant Proposals | |
| |
| |
| Community Change | |
| |
| |
| Processes for Working with Communities | |
| |
| |
| Working with Communities through Organizing | |
| |
| |
| Working with Communities through Development | |
| |
| |
| Social Work as a Political Profession | |
| |
| |
| Political Perspectives | |
| |
| |
| Political Perspectives Applied to Social Work | |
| |
| |
| Policy Development | |
| |
| |
| Policy Analysis and Change | |
| |
| |
| Consumer Participation in Policy Development | |
| |
| |
| Social Activism and Social Advocacy | |
| |
| |
| A Heritage of Social Reform | |
| |
| |
| Promoting Social Action | |
| |
| |
| Advocacy Role | |
| |
| |
| Legislative Advocacy | |
| |
| |
| Legislative Analysis | |
| |
| |
| Lobbying | |
| |
| |
| Legislative Testimony | |
| |
| |
| Assessing Your Competence | |
| |
| |
| Looking Forward | |
| |
| |
| |
| Recognizing Success | |
| |
| |
| Social Work Evaluation and Research | |
| |
| |
| Integrating Practice and Research | |
| |
| |
| Evidence-Based Practice | |
| |
| |
| Steps for Evidence-Based Decision-Making | |
| |
| |
| Implications for Social Work Practice | |
| |
| |
| Practice Evaluation | |
| |
| |
| Progress Evaluation | |
| |
| |
| Client Outcome Assessment | |
| |
| |
| Program Evaluation | |
| |
| |
| Research | |
| |
| |
| The Research Process | |
| |
| |
| Research Terminology | |
| |
| |
| Ethics in Research | |
| |
| |
| Single-System Designs | |
| |
| |
| Elements of Single-System Designs | |
| |
| |
| Types of Single-System Designs | |
| |
| |
| Limitations of Single-System Designs | |
| |
| |
| Assessing Your Competence | |
| |
| |
| Looking Forward | |
| |
| |
| |
| Integrating Gains | |
| |
| |
| Social Work Endings | |
| |
| |
| Completing Contracts | |
| |
| |
| Preparing for Resolution | |
| |
| |
| Discussing Readiness | |
| |
| |
| Evaluating | |
| |
| |
| Sharing Feelings | |
| |
| |
| Generalizing Outcomes | |
| |
| |
| Firming Up Social Supports | |
| |
| |
| Celebrations and Ritualized Endings | |
| |
| |
| Looking to the Future | |
| |
| |
| Following -Up | |
| |
| |
| Closing with Referral | |
| |
| |
| Acknowledging Limited Resources | |
| |
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| Implementing Legal Mandates | |
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| Making Referrals | |
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| Responding to Clients' Discontinuation of Services | |
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| Preparing for Early Discontinuation | |
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| Recognizing Exit Clues | |
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| Resolving Unplanned Exits | |
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| When Clients Die | |
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| Grief | |
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| End of Life Care | |
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| Grieving the Death of a Client | |
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| Resolving Relationships with Larger Systems | |
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| Small Group Endings | |
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| Resolving Intermember Relationships | |
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| Endings with Organizations and Communities | |
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| Assessing Your Competence | |
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| Endings Are Beginnings | |
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| Epilogue | |
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| Appendix: Comprehensive Case Study: Client Empowerment: Surviving Domestic Violence | |
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| References | |
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| Author Index | |
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| Subject Index | |