Upload
andrew-paul
View
218
Download
1
Tags:
Embed Size (px)
Citation preview
Session 3: Practice III, social change, roles, & levels of intervention
UTA SSW, Generalist Macro Practice
Professor Dick SchoechCopyright
Suggest printing slides for class using: Print | Handouts | 3 slides per page | grayscale options
Overview
Basic Concepts Generalist Practice (text=excellent) Change process (Macro perspective)
Successful change Roles of macro social workers (text=good) Levels of Intervention of social workers Conclusion
Basic Concepts: Change Participants
Change agent: Person(s) carrying out the change Client or target system: The person(s) benefiting
from the change Action system: All those involved in the change
process Stakeholders: Key players in the change process
Basic Concepts: Levels of Intervention
Micro level intervention targets IndividualFamilyGroup
Macro level intervention targetsOrganization (agency, program) Community (SMSA, city, neighborhood)Society (global, national, regional, state)
(policy level)
Roles of Social Workers
Generalist community roles Advocate, broker, trainer Planner, designer, analyst, manager, evaluator Organizer, mobilizer, negotiator/mediator Developer, collaborator, integrator, coordinator
Generalist administration roles Leader, visionary, director, representor Manager, designer, controller Supervisor, guide, mentor, troubleshooter
Change Process1. Engagement/sensing/establishing relationships
2. Clarifying overall direction & agreements
3. Assessment
4. Prioritizing needs and capacities
5. Intervention planning of options
6. Implementation and goal attainment
7. Feedback, monitoring, and evaluation
8. Disengagement, termination, follow-up
1. Engagement/sensing, establishing relationships Tasks
Listen Identify key players (stakeholders) Explore the condition/situation Create the urgency for change Establish momentum to move forward Explore the politics of the situation
2. Clarifying Overall Direction & establishing agreements tasks
Clarifying expectations Clarify intentions Agree on vision you, client, stakeholders
have for the intervention Develop principles to guide intervention Uniting people because assessment can be
divisive
3. Assessment Tasks
Researching the condition/problem Understanding target system (client-community)
with the condition (demographics) Establishing existing service systems Determining needs\opportunities Determining capacities\resources Determining barriers that block change Assessment contains a logical flow of
information from data to need/capacities
4. Prioritizing Needs & Strengths Tasks
Synthesizing all sources of data and assessment findings to determine priority client needs
Summarizing the major client capacities on which to design and build the intervention
5. Intervention Planning Tasks
Developing intervention (treatment) plan for priority needs while building on capacities. The plan consists of solution options and supporting evidence, typically presented in the format of:
Goals — provides overall direction for intervention
Outcome objectives—specifies intervention results
Process objectives — specifies what will be done to get results
Recommendations --- suggestions on moving forward
6. Implementation Tasks
Work to attain intervention objectivesAction has the following components: Political (considers people & values) Technical (uses proven tools & techniques) Rational (consistent, logical, defensible)
7. Feedback, monitoring & Evaluation
Feedback: Continuous quality improvement
mechanisms
Monitoring: Tracking progress on actions to see
that they are carried out as specified in the
process objectives (case management)
Evaluation: Analysis of change in client
outcomes using baseline data and measures in
the outcomes objectives
8. Disengagement, Termination, Follow-up tasks
Insure client is ready to end intervention Insure client can continue without help Insure client’s environment supports and
reinforces change Insure natural structures exist to provide
support if change is threatened Follow up periodically to see results and if
additional intervention, encouragement needed
Change more successful if (1 of 3)
One formally goes through more of the 8 stages
A powerful, guiding coalition has top level support
A change vision is created and communicated
Those impacted are involved (clients know needs but not solution)
Those impacted feel ownership (it is their change)
Resistance assumed & tackled when first appears
The process empowers everyone rather than gives power to some
Change more successful if: (2 of 3)
Continuous improvement methods are employed
Trial balloons/hypothetical speculation are used
Someone is responsible to push the change
Change is modular & modules are independent
Change supporters are rewarded (beh mod)
Those who oppose the change are given face saving options (win/win)
Change more successful if: (3 of 3)
Change consistent with values of those impacted The change and change process is documented
Get it in writing and develop a formal plan Two way communication channels are open
No surprises or hidden agendas
Change is formalized in policies, procedures & training
Natural systems are available to support and reinforce the change (strengths perspective)
Reactions to change
Reactions to change are similar for micro and macro levels, for example, stages for coping with loss of a loved one are:
Denial and isolation/withdrawal Anger Bargaining Depression Acceptance Hope and acceptance
1b. Identify Stakeholders involved
Coalitions gain credibility, trust
Involve those experiencing condition so understand
problem
Listening to problems, values, etc., (felt need)
Observing the condition
Identifying leaders (select roles of leaders)
Discovering the politics, history, values of condition
2. Develop vision & guiding principles
Documents agreements about future Unite people around values Focuses on outcomes, not players or process Publicizes based on values Avoids divisive talk about solutions Tell how condition could be for publicity purposes Begin with the phrase “We envision” “We believe” Brainstorm/NGT work well
2a : Vision statement–2 parts
1. What people will be like when change completed
Example: We envision a community where violence is a rare and unusual occurrence.
2. What system like once change completed
Example: We envision a service delivery system that unites to helps the community prevent and treat violence by any of its citizens, no matter what age. (see course pack)
2b: Guiding Principles
Help guide the intervention strategy Contain philosophy, values, beliefs,
assumptions (course pack) Can not be proven or disproven Begin with “We believe…..”
Ex: We believe that communities can make violence a rare occurrence if they work hard.
Assessment
Divide condition into parts so more manageable, e.g., a subcommittee works on each part.How you divide influences the outcome
Health = hospital, nursing home, rehab, clinics, etc. Vs.
Health = Prevention, treatment, rehabilitation §
Brainstorming (a sensing technique)
Assign recorder Assign time limit Agree on rules
All ideas have valueClarify & judge later
Free & creative expression of ideas Organize and sort through ideas Strengths & weaknesses of technique?
Nominal group technique (a sensing technique)
Silent generation of ideas on topic Round robin listing of one idea – others listen Discuss all items Preliminary voting on ideas & recording vote Discussion of voting Final voting Strengths & weaknesses of technique?
Conclusion Generalist macro practice is based in
professional knowledge, skills, and values, not personal values or common sense
The micro and macro change process is the same
Macro and micro practice draw upon the same base of knowledge, skills, and values
All involved (client, practitioner, significant others) have a role to play in the change process
Questions and discussion