| |
| |
| Preface | |
| |
| |
| |
| Becoming a Professional | |
| |
| |
| The Dawning of a New Awareness | |
| |
| |
| Additional Complications in Clinical Roles | |
| |
| |
| The Professional Learning Curve | |
| |
| |
| At One with Clients, Yet Different from Clients | |
| |
| |
| Crises Around Learning to Be Deliberate | |
| |
| |
| Tending, Not Just Having, Relationships | |
| |
| |
| You, Too? | |
| |
| |
| Noting and Making Use of Parallels | |
| |
| |
| Reconciling with Strengths and Limitations | |
| |
| |
| Moving from Smart to Wise | |
| |
| |
| Will Anything Rule Me Out? | |
| |
| |
| |
| Early Successes and Derailments | |
| |
| |
| Defining and Identifying Mistakes | |
| |
| |
| How Can We Tell When Clinical Work Is On Track? | |
| |
| |
| Usefulness of Recordings | |
| |
| |
| General Characteristics of Effective Work | |
| |
| |
| Discerning Our Mistakes | |
| |
| |
| Common Worker Signals of Mistakes in Progress | |
| |
| |
| Frequent Sources of Derailment | |
| |
| |
| |
| Engaging With Clients and Getting Started | |
| |
| |
| True Engagement Is Hard Work | |
| |
| |
| Initial Challenges and Pitfalls | |
| |
| |
| Startup Conversation and Exploration | |
| |
| |
| Other Orientation Topics | |
| |
| |
| Hesitating to Discuss Worker--Client Differences | |
| |
| |
| Overlooking Fundamental Human Resources | |
| |
| |
| Problems with Technique in Engaging and Starting Up | |
| |
| |
| Asking Questions Closely Aligned with Where the Client Is | |
| |
| |
| Avoiding Rapid-Fire Questions | |
| |
| |
| Using Open-Ended Questions | |
| |
| |
| Asking Rather Than Assuming | |
| |
| |
| Leaving Time to Reflect After Each Segment of Discussion | |
| |
| |
| Purposeful Focusing | |
| |
| |
| Appropriate Timing and Dosage | |
| |
| |
| Carefully Working from the Outside In | |
| |
| |
| Overprotecting Clients | |
| |
| |
| Prejudice and Ignorance in Action | |
| |
| |
| Class Differences and Classist Behaviors Can Affect Engagement | |
| |
| |
| Attitude Taints Engagement | |
| |
| |
| Shifting Meeting Times Creates Bad Feelings | |
| |
| |
| Emergency Interruptions Can Derail Bonding and Work | |
| |
| |
| Emotional Overbooking Is Visible | |
| |
| |
| Missteps Around Confidentiality and Privacy | |
| |
| |
| Breaches of Confidentiality | |
| |
| |
| Inflexibility Regarding Confidentiality | |
| |
| |
| |
| Professional Relationships: Steps and Missteps | |
| |
| |
| Unique Features of the Worker--Client Relationship | |
| |
| |
| Worker Self-Disclosure as a Form of Relational Tending | |
| |
| |
| Empathy: Being Where the Client Is | |
| |
| |
| Conditions Conducive to Accurate Empathy | |
| |
| |
| Missteps in Trying to Empathize | |
| |
| |
| Trivializing via Excessive Universalizing | |
| |
| |
| Restoring Empathic Alignment | |
| |
| |
| Worker Concerns About Relating with Clients | |
| |
| |
| Shared Concerns About Relating with Other Agencies and Helpers | |
| |
| |
| Common Mistakes in Relating with Clients | |
| |
| |
| |
| Assessment and Contracting | |
| |
| |
| Assessment | |
| |
| |
| Observation Changes the Observer and the Observed | |
| |
| |
| Elements of Good Assessment | |
| |
| |
| Frequent Mistakes in Assessment | |
| |
| |
| Implications for Contracting with Involuntary Clients | |
| |
| |
| Mistakes in Contracting | |
| |
| |
| Larger Systems Issues | |
| |
| |
| |
| The Middle Phase of Work | |
| |
| |
| Common Foci for Work | |
| |
| |
| Techniques for Updating Unhelpful Thoughts | |
| |
| |
| Integrative Techniques for Working on Feelings and Behaviors | |
| |
| |
| Connecting the Past, the Present, and Hopes for the Future | |
| |
| |
| Going Home Again | |
| |
| |
| |
| When the Work Doesn't Work | |
| |
| |
| Not Resolving Important Conflicts over Plan or Methodology | |
| |
| |
| Not Helping Clients Obtain Needed Resources | |
| |
| |
| Getting Too Far Ahead of the Client | |
| |
| |
| Overestimating the Ease of Change | |
| |
| |
| Skipping the Middle Part | |
| |
| |
| Steering Around Topics or Feelings | |
| |
| |
| Not Challenging or Confronting the Client When Process Is Stuck | |
| |
| |
| Giving Up Too Soon | |
| |
| |
| Pushing the Client | |
| |
| |
| Using Inappropriate or Meaningless Strategies | |
| |
| |
| Showing Favoritism | |
| |
| |
| Taking Sides | |
| |
| |
| Defending Our Own Points of View | |
| |
| |
| Using Strategies That Embarrass the Client | |
| |
| |
| Skewing the Work | |
| |
| |
| Providing Inadequate Support and Reinforcement | |
| |
| |
| Scoutmaster Behavior | |
| |
| |
| Expressing Upsets with Clients | |
| |
| |
| Not Dealing in Supervision with Feelings About a Client | |
| |
| |
| "Should" and "Ought" Statements | |
| |
| |
| Misspeaking | |
| |
| |
| Ending Sessions Early Because the Client Is Silent | |
| |
| |
| The Client Is Testing and the Worker Doesn't See | |
| |
| |
| Blaming Clients for Failures in the Work | |
| |
| |
| Serious Mistakes, Serious Consequences | |
| |
| |
| Boundary Violations | |
| |
| |
| Funny Money: Improper Financial Dealings | |
| |
| |
| Working While Impaired | |
| |
| |
| Untruthful or Devious Behaviors | |
| |
| |
| Sexual Harassment in the Workplace | |
| |
| |
| Responding to Egregious Behaviors | |
| |
| |
| |
| Common Mistakes in Ending | |
| |
| |
| Factors Influencing Ending Process | |
| |
| |
| Steps in Ending | |
| |
| |
| Other Common Mistakes in Ending | |
| |
| |
| |
| Epilogue | |
| |
| |
| Questions That Haunt Us All from Time to Time | |
| |
| |
| Developing Important Capacities | |
| |
| |
| Where to from Here? | |
| |
| |
| References | |
| |
| |
| Index | |