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| Preface | |
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| Preface to the First Edition | |
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| Introduction and Overview | |
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| Value Base and Purpose | |
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| Practice Units of Attention as Actors and Targets of Change | |
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| Practice Framework and Role | |
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| Conclusion | |
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| Internet Resources | |
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| The Generalist Model, Problem Solving, and Social Change | |
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| Generalist Practice | |
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| A Working Model of Problem Solving | |
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| The Nature of Social Change and Related Concepts | |
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| The Rational Model and the Force Field Perspective | |
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| The Role of Politics in Macropractice | |
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| Conclusion | |
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| Recommended Readings | |
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| Internet Resources | |
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| Working with Organizations | |
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| Agencies as Complex, Formal Organizations | |
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| Characteristics of Formal Organizations | |
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| More Recent Ways to Look at Organizations | |
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| Identifying Select Problems in Human Service Organizations | |
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| Organizational Culture and Behavior | |
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| Conclusion | |
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| Recommended Readings | |
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| Internet Resources | |
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| Working with Communities | |
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| Community and Its Characteristics | |
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| Community Model | |
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| Communities as Social Systems | |
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| Gemeinschaft and Gesellschaft | |
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| Economic and Political Power | |
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| Key Elements of Community Culture and History: What Change Is Possible? | |
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| Conclusion | |
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| Recommended Readings | |
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| Internet Resources | |
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| Entering and Assessing Communities | |
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| Nature of Community | |
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| Census Data and Other Data Sources | |
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| Assessing Community Type | |
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| Conducting Community Studies | |
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| Making Needs Assessments | |
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| Assessing Support and Facilitating Change | |
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| Conclusion | |
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| Recommended Readings | |
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| Internet Resources | |
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| Cultivating Change | |
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| Origins of Contempory Community Practice | |
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| Approaching Community Change | |
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| Using Key Informants | |
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| Understanding Why Leaders Dislike Boards and Committees | |
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| Selecting Board and Committee Members | |
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| Resolving Conflict | |
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| Conclusion | |
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| Recommended Readings | |
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| Internet Resources | |
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| Exercising Leadership | |
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| Approaches to Leadership | |
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| Clarifying Leadership: Actors and Functions | |
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| Promoting Board Aims | |
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| Promoting Board Process | |
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| Recognizing Board Roles | |
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| Being a Leader | |
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| Conclusion | |
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| Recommended Readings | |
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| Internet Resources | |
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| Issues, Resources, and Practice Strategies | |
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| Issues and Resources | |
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| Practice Issues in Complicated Environments | |
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| Practitioner Judgment and Use of Self in Change | |
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| Conclusion | |
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| Recommended Readings | |
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| Internet Resources | |
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| Evaluating Practice | |
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| Using Evaluation | |
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| Understanding Evaluation Content | |
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| Distinguishing Evaluation from Accountability | |
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| Conclusion | |
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| Internet Resources | |
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| Integrating Practice: A Framework for Study, Assessment, Intervention, and Follow-Up | |
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| Study, Exploration, and Data Gathering | |
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| Statement of Problem | |
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| Assessment and Strategies | |
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| Decision and Implementation | |
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| Evaluation and Follow-Up | |
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| Conclusion | |
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| Internet Resources | |
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| Practice Examples in Larger Settings | |
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| Devonshire | |
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| Queensbridge | |
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| Centralization of Power in a Large Political Entity | |
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| Bibliography | |
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| Index | |