Strengths-Based Engagement and Practice Creating Effective Helping Relationships

ISBN-10: 0205569048

ISBN-13: 9780205569045

Edition: 2010

Authors: Robert A. Bertolino, Bob A. Bertolino, Bob Bertolino, Inc Staff Youth in Need

List price: $144.80
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Book details

List price: $144.80
Copyright year: 2010
Publisher: Allyn & Bacon, Incorporated
Publication date: 1/27/2009
Binding: Paperback
Pages: 416
Size: 7.25" wide x 9.00" long x 0.50" tall
Weight: 1.342
Language: English

Bob Bertolino, Ph.D., is an Assistant Professor of Rehabilitation Counseling at Maryville University in St. Louis, Missouri. He is also Sr. Clinical Advisor at Youth In Need, Inc. Bob has taught workshops throughout the United States, Australia, Canada, Finland, France, Germany, the Netherlands, Japan, and the United Kingdom. He has authored or coauthored ten books including Collaborative, Competency-Based Counseling and Therapy (Allyn & Bacon, 2002). Bob is licensed as a marital and family therapist, professional counselor, and clinical social worker in the state of Missouri, is a National Certified Counselor, a Certified Rehabilitation Counselor, and a clinical member of the American Association for Marriage and Family Therapy.

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
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
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
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
Matching Language
Incorporating Process-Oriented Feedback
Putting it all Together: Constructing Conversations for Change
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
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
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
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
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
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
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
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
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
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"
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