Strengths-Based Engagement and Practice Creating Effective Helping Relationships
, by Bertolino, Bob A.- ISBN: 9780205569045 | 0205569048
- Cover: Paperback
- Copyright: 1/27/2009
Preface | |
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 | |
Inclusion | |
Normalizing | |
Utilization | |
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 | |
Diagnosis | |
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" | |
References | |
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