Interventions Flashcards
SWs engaging in problem-solving
- Engaging
- Assessment
- Planning
- Intervening
- Evaluating
- Terminating
Motivation
State of readiness or eagerness to change, which can fluctuate with time and depending on situation
**Empathy increases motivation and decreases resistance
Complete participant
Living the experience as a participant
Participant as observer
Interacting with those who are participating
Observer as participant
Limited relationship with other participants - mainly observing
Complete observer
Observer only, removed from activity
Congruence
Matching of awareness and experience with communication
Essential to client-sw relationship
Live modeling
Watching a real person perform a desired behavior
Symbolic modeling
Watching videotapes of specific behaviors
**Self-modeling = symbolic modeling = clients are videotaped doing something
Covert modeling
Clients asked to use their imagination and envision specific behaviors
Conflict resolution
- Recognition that conflict exists
- Assessment of the situation
- Selection of a strategy
- Intervention
Structuring techniques
- Decreasing contact
- Decreasing amount of time between problem solving sessions
- decreasing the formality of problem solving sessions
- Limiting the scope of discussions
- Using 3rd party mediators
Crisis precipitant
A crisis does NOT need to be precipitated by a major life event
Goals of crisis intervention
- Relieve the impact of stress with emotional and social resources
- Return client to previous level of function - regain equilibrium
- Strengthen existing coping mechanisms
- Develop adaptive coping strategies
**focuses on here and now, directive, time limited, requires high levels of sw involvement
Stress Management
- Monitor stress levels and be able to identify triggers
2. Identify what parts of the situation the client has control over
CBT
Goal - change patterns of thinking and thus behavior and how the client feels
Combines psychotherapy and behavioral therapy approaches
Active, collaborative, structured, time limited, goal oriented and problem focused
Steps in cognitive restructuring
- Recognizing that thoughts and beliefs govern their emotional reactions
- Identifying dysfunctional beliefs and patterns of thoughts
- Identifying situations that elicit dysfunctional beliefs
- Substitute functional self statements in place of self defeating thoughts
- Reward positive coping efforts
Empowering clinets
- Establish a relationship
- Educate
- Help access resources
- Help client connect with others who are experiencing similar issues to enable political action
Partializing
Breaking big goals into smaller goals so they are easier achieved
Change strategies
- Modify systems
- Modify individual thoughts
- Modify individual actions
- Feedback from others
- Advocate for client
- Mediate
Task-centered approaches
Aim to quickly engage clients in problem-solving process and to maximize their responsibility for treatment outcomes
Time-limited, here and now focus
Psychoeducation methods
Education has a role in emotional and behavioral change
Group work
- Group is the vehicle for change
- When individual problems arise, they should be brought to the group
- Confidentiality cannot be guaranteed, but everyone in the group must try their best to attempt to maintain confidentiality
Contradictions for group work
- Suicide/crisis
- Compulsive need for attention
- Active psychosis
- Active paranoia
Family Therapy`
Goal - interrupt circular pattern of pathological communication and behavior and replace it with a new pattern that will sustain itself without the dysfunctional aspects of the original pattern
Strategic family therapy
SW initiates what happens and designs intervention plan
Active, brief, direct, task-oriented
Focus on problem resolution by altering the feedback cycle or loop that maintains the symptomatic behavior
1st order change
Superficial behavioral changes within a system that do NOT change the structure of the system
2nd order change
Changes of systemic interactions pattern so the system is reorganized and functions more effectively
Paradoxical direction/instruction
Prescribe the symptomatic behavior so the client realizes he or she can control it; use the strength of the resistance to change in order to move a client toward goals
Structural family therapy
Structure of family is important to the function of the family and the well-being of the members
SW joins the family and engages it in effort to restructure it
Boundaries and rules are important
Bowenian family therapy
Improving intergenerational transmission process, does not focus on symptom reduction
Differentiation and emotional fusion - sharing vs. having an individual emotional response
Triangulation - relationships are stable until anxiety is introduced into the dyad and then a 3rd person is drawn in to reduce the anxiety
Family projection process - primary way parents transmit their emotional problems to children
Gottman method (couples therapy)
Healthy relationships are ones where individuals know each other’s stresses and worries, share fondness and admiration, maintain positivity, manage conflicts and trust one another
Focus on conflicting verbal communication during treatment
Permanency planning
Approach to child welfare that is based on the belief that children need permanence to thrive
First goal is alway s to get children back to their home
Mindfulness
Paying close attention to what is being experienced in the present, both inside the body and mind and in the external world
Case management
Primary goal - optimize client functioning and well-being by providing and coordinating high quality services to individual with complex needs
Assessment Planning Linking Monitoring Advocacy
Follow up
**Clients who tell social workers during follow up about new problems that have arisen should be seen for assessment
Goal setting
- Criteria - what behavior, how often, over what period of time, under what conditions will the goal be labeled as achieved
- Method for evaluation - how will you measure progress
- Schedule for evaluation - when and how often will progress be measured
Primary Prevention Strategies
Protect people from developing a disease, experiencing an injury or engaging in behavior in the first place
ex: vaccinations, education about safety measures, screenings for illness, counseling about substance use
Most cost-effective
Secondary Prevention Strategies
Takes place after the disease or injury took place, aims to slow progression and limit long-term impacts
ex: low-dose aspirin for people with heart conditions, screenings for those with risk factors for illness, modifying work assignments for injured workers
Tertiary Prevention Strategies
Managing complicated, long-term diseases and injuries and illnesses; goal is to prevent further deterioration and maximize quality of life
ex: pain management, rehab programs, support groups
Termination
- Evaluate the degree to which a client’s goals have been attained
- Acknowledge and address issues related to the ending of relationship
- Plan for subsequent steps a client may take relevant to the problem that do not involve a SW
Formative evaluations
Ongoing processes that allow for feedback to be implemented during service delivery
ex: needs assessment
Summative evaluations
Occur at the end of services and provide an overall description of their effectiveness; examine outcomes to determine if objectives were met
ex: impact evals, cost-benefit analyses
Supervision/evaluation and informed consent
SWs engaged in formal evaluation beyond evaluation client progress should obtain voluntary and written informed consent from clients regarding the use of their records – clients must understand and consent to supervisory review of records
Using consultants
- Consultants have informal authority of experts
- SW is not require to follow the recommendation of a consultant
- SW must have permission from client about seeking consultation
4 critical parts
- Defining consultation purpose
- Specifying consultant role
- Clarifying the nature of problem
- Outlining the consultation process
Release of records
SWs must make sure that records are not released without proper client consent and records are properly stored during and following termination
Cooptation
Strategy to influence social policy as leaders will try to quiet dissent by dealing with immediate grievances and by making efforts to channel energies and angers of dissenters into more legitimate and less disruptive activities
Coercive source of power
Power comes from control or punishment
Reward source of power
Power from control of rewards
Expert source of power
Superior ability or knowledge
Referent
Power from having charisma or identification with others who have power
Legitimate
Power from having legitimate authority
Imformational
Power from having information
Social planning
Process by which a group or community decides its goals and strategies relating to societal issues
SW networking
Building relationships with other professionals who share areas of interest; creating a community around common interests and building alliances; creating opportunities to work with others toward the achievement of mutual goals
Mobilizing communities
Orientation - meeting and starting to get to know one another
Conflict - conflicts emerge
Emergence - starting to see and agree on course of action
Reinforcement - decision making takes place
Scientific management theory (theory X)
Classical org theory
Find best way to perform a task, carefully match each worker to the task, closely supervise workers using rewards and punishments, manage and control behaviors `
Weber’s bureaucratic theory
Classical org theory
Emphasis on need for hierarchical structure of power to ensure stability and uniformity ; all behavior is part of a network of human interactions centered on cause and effect
Administrative theory
Classical org theory
Establishing set of management principles that can be universally applied to all orgs
Classical org theories
Motivation to work explained as a function of economic reward
Human relations theory (theory Y)
Neoclassical org theory, comes from Hawthorne experiments
People are motivated to work when someone is concerned about their work place conditions and allows space for conversation around changes and improvement
This org theory places a genuine focus on human needs in order to boost creativitiy, emphasis on cohesion and open communication
Systems Approach
Modern org theory
Organization is a system composed by subsystems
Sociotechnical approach
Modern org theory
Organizations are composed of social and technical systems and its environment
Contingency/situational approach
Modern org theory
Org systems are interrrelated with their environment and different environments require different org systems for effectiveness
Modern Org theories
Based on viewing organization as systems
Org theories
Classical - structure and hierarchy – scientific management
Neoclassical - human relation centered – human relations theory
Modern - systems oriented – sociotechinical and contingency
Supervision
Administrative - making sure work is performed in an acceptable manner
Educational - teaching new skills and refining old ones
Supportive - increasing performance and decreasing stress
**Supervision ensures that clients are competently served
Cost-benefit analysis
Compares financial costs of operating program as compared with fiscal benefits of outcomes
Cost-effectiveness analysis
Considers benefits that are not measures in monetary terms, does not produce cost-benefit ration but focuses on financial efficiency
Outcome assessment
Looks at if the program has achieved its intended goals
