Chapter 5 An Empowering Approach to Generalist Practice

Chapter 5

An Empowering Approach to Generalist Practice

Elements of An Empowering Approach to Practice

• Infusing an ecosystems perspective

• Applying a strengths orientation

• Reflecting a social justice imperative

• Collaborating with clients

• Constructing an empowering reality

© 2013 Pearson Education, Inc. All rights reserved.

Assumptions About Human Systems

• People deserve acceptance and respect

• Clients know their situations best

• All human system behavior makes sense in context

• All human system behavior is motivated

• Challenges emerge from transactions

• Strengths are diverse


Assumptions About Change

• Change is inevitable

• Small changes may initiate others

• Challenges have many solutions

• Enduring change builds on strengths


Assumptions About Change

• Given niches and opportunities, human systems cultivate competencies

• Collaborative relationships stimulate feelings of power and lead to actions

• Cultural differences are resources



Empowering Practice: The Dialogue Phase

• Practice processes related to – Constructing and maintaining empowering

client-worker relationships – Communicating effectively with diverse clients

about their situations– Defining a purpose for the work


The Dialogue Phase: Forming Partnerships

• Qualities necessary for building professional partnerships– Genuineness– Acceptance and respect– Trustworthiness– Empathy– Cultural sensitivity


The Dialogue Phase: Articulating Situations

• Use fundamental skills in communication

• Respond proactively to clients– Clarify their challenges– Help them to define a positive direction – Locate strengths and resources for change


The Dialogue Phase: Defining Directions

• Reorient clients away from describing what is wrong – Toward creating a vision of how they would

like things to be

• Increase client motivation

• Collaborate with clients who resist

• Take priority actions


Empowering Practice: The Discovery Phase

• Solution-oriented processes for assessing – Client system strengths – Environmental resources

• Using assessment information in planning

• Specify goals and objectives

• Construct action plan

• Negotiate contract for change


The Discovery Phase: Identifying Strengths

• Orienting conversations with clients to uncover strengths and potential solutions

• Workers and clients locate strengths in – How clients cope with challenges– Cultural memberships – Client responses to adversity


The Discovery Phase: Assessing Resource Capabilities

• Implementing processes and tools to explore potential resource systems

• Analyze information by applying an ecosystemic view


The Discovery Phase: Framing Solutions

• Planning

• Collaborate to– Look at situations – Determine what is useful – Set concrete goals and objectives– Generate possible strategies for change


Empowering Practice: The Development Phase

• Implementing, evaluating, and stabilizing change

• Creating alliances

• Expanding resources

• Ending professional relationships


The Development Phase: Activating Resources

• Empower client with their resources and increase access to environment resources– Facilitate processes to enhance interaction– Develop power– Change thinking and behavior– Manage resources– Educate clients


The Development Phase: Creating Alliances

• Empowerment groups

• Natural support networks

• Service providers alliances

• Case management services


The Development Phase: Expanding Opportunities

• Social reform

• Policy development

• Legislative advocacy

• Community change


The Development Phase: Recognizing Success

• Monitor success

• Practice evaluation

• Research

• Single-system designs


The Development Phase: Integrating Gains

• Closure processes

• Skills workers use to – Complete contracts with clients– Make necessary referrals– Stabilize the progress achieved– Resolve the emotional elements of the

relationship


Phases and Processesof Empowering Practice

• The Recurring Nature of Dialogue, Discovery, and Development– Application to individual sessions

• From Solving Problems to Promoting Competence



Processes in Action: Practice Examples

• An Example at the Microlevel

• An Example at the Mezzolevel

• An Example at the Macrolevel– Engagement: Dialogue– Assessment Discovery– Intervention and Evaluation Development


Multilevel Practice in GeneralistSocial Work

• An Interactive Case Example

• Social Work Practice at the Microlevel

• Social Work Practice at the Mezzolevel

• Social Work Practice at the Macrolevel


Documents

Chapter 5 An Empowering Approach to Generalist Practice