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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 | |
| |
| |
Looking Forward | |
| |
| |
| |
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 | |
| |
| |
Recognizing Rights | |
| |
| |
Taking Responsibilities | |
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| |
Discussing Rights and Responsibilities | |
| |
| |
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 | |
| |
| |
Absolute and Relative Confidentiality | |
| |
| |
Violating Confidentiality | |
| |
| |
Informed Consent for Releasing Information | |
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| |
Privileged Communication | |
| |
| |
Balancing Accountability and Privacy | |
| |
| |
Assessing Your Competence | |
| |
| |
Looking Forward | |
| |
| |
| |
Articulating Situations | |
| |
| |
Empowering Dialogue | |
| |
| |
Listening and Responding | |
| |
| |
Proactive Responding | |
| |
| |
Describing the Current Situation | |
| |
| |
Orienting toward Goals | |
| |
| |
Searching for Strengths and Resources | |
| |
| |
Sizing Up Situations | |
| |
| |
Exchanging Information | |
| |
| |
Verbal Communication | |
| |
| |
Nonverbal Communication | |
| |
| |
Influences on Communication Processes | |
| |
| |
Assessing the Client's Perspective | |
| |
| |
Responding to Thoughts | |
| |
| |
Allowing Space | |
| |
| |
Nonverbal Responses | |
| |
| |
Single Word Responses | |
| |
| |
Restatement | |
| |
| |
Clarification | |
| |
| |
Summary Clarification | |
| |
| |
Request to Continue | |
| |
| |
Questioning | |
| |
| |
Combining Responses | |
| |
| |
Practice Example | |
| |
| |
Responding to Feelings | |
| |
| |
The Experience of Feelings | |
| |
| |
Identifying Feelings | |
| |
| |
Verbalizing Feelings | |
| |
| |
Validating Feelings | |
| |
| |
Special Issues in Responding | |
| |
| |
Responding to Anger | |
| |
| |
Responding to Silence | |
| |
| |
Responding to Questions | |
| |
| |
Responding to Feedback from Clients | |
| |
| |
Responding to Larger Client Systems | |
| |
| |
Facilitating Discussion | |
| |
| |
Respecting Existing Functioning | |
| |
| |
Assessing Your Competence | |
| |
| |
Looking Forward | |
| |
| |
| |
Defining Directions | |
| |
| |
Transforming Challenges into Directions | |
| |
| |
Orienting Forward, Not Back | |
| |
| |
Framing the Search for Resources | |
| |
| |
Integrating Transactional Dimensions | |
| |
| |
Considering Client Motivation | |
| |
| |
A Transactional View of Motivation | |
| |
| |
Motivating Clients Who Have Given Up | |
| |
| |
Aligning Worker and Client Motivations | |
| |
| |
Motivating Larger Systems | |
| |
| |
Collaborating with Clients Who Resist | |
| |
| |
Resistance Is Motivated | |
| |
| |
Cooperating with Resistance | |
| |
| |
Overcoming Environmental Resistance | |
| |
| |
Cooperating with Mandated Clients | |
| |
| |
Constructing Workers' Expectations | |
| |
| |
Structuring a Working Partnership | |
| |
| |
Defining a Motivating Direction | |
| |
| |
Taking Priority Actions | |
| |
| |
Responding to Trauma | |
| |
| |
Responding to the Threat of Suicide | |
| |
| |
Responding to Threats toward Others | |
| |
| |
Responding to Child Abuse | |
| |
| |
Responding to Elder Abuse | |
| |
| |
Responding to Intimate Partner Violence | |
| |
| |
Responding to Survival Needs | |
| |
| |
Responding to Signs of Addiction | |
| |
| |
Assessing Your Competence | |
| |
| |
Looking Forward | |
| |
| |
| |
The Discovery Phase: Assessing Resourcesand Planning Change | |
| |
| |
| |
Identifying Strengths | |
| |
| |
Infusing a Strengths Perspective | |
| |
| |
What Are Strengths? | |
| |
| |
Why Identify Strengths? | |
| |
| |
Balancing Strengths and Challenges | |
| |
| |
Looking for Strengths | |
| |
| |
Highlighting Strengths in General Functioning | |
| |
| |
Strengths in Individuals | |
| |
| |
Strengths in Families | |
| |
| |
Strengths in Groups | |
| |
| |
Strengths in Organizations | |
| |
| |
Strengths in Communities | |
| |
| |
Solution-Focused Dialogue | |
| |
| |
Creating a Solution-Saturated Atmosphere | |
| |
| |
Searching for Exceptions | |
| |
| |
Detecting Incremental Steps | |
| |
| |
Searching for Transferable Skills | |
| |
| |
Recognizing Cultural Strengths | |
| |
| |
Strengths in Diversity | |
| |
| |
Ethnic Group Strengths | |
| |
| |
African Americans | |
| |
| |
Latino Americans | |
| |
| |
Asian Americans | |
| |
| |
Native Americans | |
| |
| |
Strengths in Cultural Group Memberships | |
| |
| |
Women | |
| |
| |
Gays and Lesbians | |
| |
| |
Older Adults | |
| |
| |
Religious Affiliations and Spirituality | |
| |
| |
Persons with Disabilities | |
| |
| |
Clients as Resources for Understanding Cultures | |
| |
| |
Uncovering Strengths in Adversity | |
| |
| |
Surviving Oppression | |
| |
| |
Surviving Violence | |
| |
| |
Surviving Family Disruption | |
| |
| |
Assessing Your Competence | |
| |
| |
Looking Forward | |
| |
| |
| |
Assessing Resource Capabilities | |
| |
| |
Exploring Resource Systems through Assessment | |
| |
| |
Recognizing Environmental Resources | |
| |
| |
Turning Challenging Situations into Resources | |
| |
| |
Collaborating to Search for Resources | |
| |
| |
Applying Theoretical Frameworks | |
| |
| |
Organizing Assessment Using a Five-Point Ecosystemic Schema | |
| |
| |
Practice Example: Franklin Courts | |
| |
| |
Organizing Assessment: Applying Ecosystemic Questions | |
| |
| |
Assessing Structures | |
| |
| |
Assessing Interactions | |
| |
| |
Assessing Thinking and Feeling | |
| |
| |
Assessing Cultural Influences | |
| |
| |
Assessing Spiritual Dimensions | |
| |
| |
Assessing Physical Environments | |
| |
| |
Putting the Pieces Together | |
| |
| |
Using Assessment Tools | |
| |
| |
Social Histories | |
| |
| |
Genograms | |
| |
| |
Eco-maps | |
| |
| |
Culturally Sensitive Assessment | |
| |
| |
Social Network Maps | |
| |
| |
Group Assessment | |
| |
| |
Organizational Assessment | |
| |
| |
Neighborhood and Community Assessment | |
| |
| |
Tools as Resources for Empowerment | |
| |
| |
Adding Viewpoints | |
| |
| |
Bringing in Significant Others | |
| |
| |
Contacting Other Professionals | |
| |
| |
Assessing through Observation | |
| |
| |
Observations by Clients | |
| |
| |
Observations by Workers | |
| |
| |
Recordkeeping | |
| |
| |
Recording | |
| |
| |
Types of Recording Formats | |
| |
| |
Ethical and Legal Issues in Recordkeeping | |
| |
| |
Assessing Your Competence | |
| |
| |
Looking Forward | |
| |
| |
| |
Framing Solutions | |
| |
| |
Collaborative Planning Processes | |
| |
| |
Client Expertise in Planning | |
| |
| |
Worker Expertise in Planning | |
| |
| |
Issues Affecting Collaborative Planning | |
| |
| |
Planning in Multiperson Systems | |
| |
| |
Goals and Objectives | |
| |
| |
Differentiating Goals and Objectives | |
| |
| |
Considering Goals | |
| |
| |
Translating Goals into Objectives | |
| |
| |
Constructing Action Plans | |
| |
| |
Crystallizing Outcome Goals | |
| |
| |
Writing Effective Objectives | |
| |
| |
Prioritizing Objectives | |
| |
| |
Screening Generalist Intervention Strategies | |
| |
| |
Choosing Effective Strategies | |
| |
| |
Delineating Tasks and Responsibilities | |
| |
| |
Setting Reviews and Evaluations | |
| |
| |
Contracting | |
| |
| |
The Evolving Contract | |
| |
| |
Contracting as an Empowering Process | |
| |
| |
Assessing Your Competence | |
| |
| |
Looking Forward | |
| |
| |
| |
The Development Phase: Implementing, Evaluating,and Stabilizing Change | |
| |
| |
| |
Activating Resources | |
| |
| |
Applying Generalist Intervention Skills | |
| |
| |
Intervention across System Levels | |
| |
| |
Maintaining Progress in the Action Plan | |
| |
| |
Implementing Action Plans | |
| |
| |
Enhancing Interactions | |
| |
| |
Sustaining Motivation | |
| |
| |
Developing Power | |
| |
| |
Promoting Leadership | |
| |
| |
Recognizing Choices | |
| |
| |
Locating Genuine Options | |
| |
| |
Magnifying Strengths | |
| |
| |
Changing Perspectives | |
| |
| |
Offering Feedback | |
| |
| |
Constructing Feedback | |
| |
| |
Creating New Concepts | |
| |
| |
Using Narrative Strategies | |
| |
| |
Trying Out New Behaviors | |
| |
| |
Managing Resources | |
| |
| |
Linking Clients with Resources | |
| |
| |
Client Advocacy | |
| |
| |
Maximizing Clients' Rights | |
| |
| |
Educating | |
| |
| |
Teaching | |
| |
| |
Sharing Information | |
| |
| |
Assessing Your Competence | |
| |
| |
Looking Forward | |
| |
| |
| |
Creating Alliances | |
| |
| |
The Power of Alliances | |
| |
| |
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 | |
| |
| |
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 | |
| |
| |
Implementing Legal Mandates | |
| |
| |
Making Referrals | |
| |
| |
Responding to Clients' Discontinuation of Services | |
| |
| |
Preparing for Early Discontinuation | |
| |
| |
Recognizing Exit Clues | |
| |
| |
Resolving Unplanned Exits | |
| |
| |
When Clients Die | |
| |
| |
Grief | |
| |
| |
End of Life Care | |
| |
| |
Grieving the Death of a Client | |
| |
| |
Resolving Relationships with Larger Systems | |
| |
| |
Small Group Endings | |
| |
| |
Resolving Intermember Relationships | |
| |
| |
Endings with Organizations and Communities | |
| |
| |
Assessing Your Competence | |
| |
| |
Endings Are Beginnings | |
| |
| |
Epilogue | |
| |
| |
Appendix: Comprehensive Case Study: Client Empowerment: Surviving Domestic Violence | |
| |
| |
References | |
| |
| |
Author Index | |
| |
| |
Subject Index | |