An entirely revamped edition that provides a practical kit of ideas, methods and approaches to support all direct work with people - from service users andpatients to employees and colleagues. Introducing over eighty techniques and spanning a wealth of professional settings, it is another quality text from anauthor with a proven pedigree. INDICE: Introduction: Why, What and How.PART I: UNDERSTANDING PEOPLE AND THEIR PROBLEMS .Introduction .What is a Problem? .What is a 'People' Problem? .Why is the Context Important?.How Do We Start? .How Do We Get People Motivated? .How Do We Find the Right Way Forward? .How Do We Promote Change? .Why Do WeNeed PRECISE Practice? .What Are the Challenges Involved? .Is There a Problem-solving Process? .Is a Problem Always an Opportunity?.What is the Role of Reflective Practice?.How Do We Make Things Happen?.Conclusion .PART II: PROBLEM-SOLVING METHODS.Introduction.Important Notes.Avoiding Attribution Errors - Avoiding Oversimplifying the Reasons for People's Behaviour.Avoiding Avoidance - Facing Up to Our Responsibilities.Brainstorming - Maximizing Our Range of Options.Brokerage - Redirecting People to Sources of Help .Capitalizing on Crisis -Realizing the Potential of Critical Moments in a Person's Life .The CBC approach - Putting People at their Ease.Challenging Cognitive Distortions - Trying to Get a Balanced View of the Situation.Chunk Up or Chunk Down - Finding the Right Level of Analysis .The CIA Framework - Managing Pressure and Stress .Circular Questioning - Establishing the Importance of Interrelationships.Confronting Without Being Confrontational - Using Assertiveness Skills.Congruence - Getting on the Same Wavelength .Consequences - Exploring Options and Their LikelyOutcomes .Cost-benefit Analysis - Balancing the Pros and Cons .Creative Tension - Making Sure Expectations are Realistic.Critical Incident Technique - Learning from Significant Experiences .Culture Audit - Making Sense of Organizational Cultures.Dealing with Objections - Persuading People to Move Forward.Doingthe Right Things vs. Doing Things Right - Balancing Efficiency and Effectiveness .The Drama Triangle - Avoiding Being Drawn into Being a 'Rescuer' .Eating an Elephant - Being Realistic About What We Can Achieve .Eco Maps - Mapping Out Relationships Across Groups of People .Educating - Problem Solving Through Helping People Learn.Elegant Challenging - Being Constructive in Challenging Unacceptable Behaviour or Language .Embedded Whys - Establishing Reasons for OurActions .Encouraging Creativity - Avoiding Getting Stuck in Ruts.The Empty Chair - Exploring the Influence of an Absent Person .Exchange is No Robbery - The Importance of Reciprocity.Finding the Growth Zone - Finding the Balance Between Comfort and Fear.Fishbone Analysis - A Visual Aid to Problem Solving.Fishing for Red Herrings - Not Allowing Ourselves to Get Distracted.Force-field Analysis - Managing Change .Gantt Charts - Visual Aids for Project Management.Giving Feedback - Letting People Know Where They Stand .Grief Audit - Getting an Overview of People's Experiences of Grief.Helicopter Vision - Obtaining an Overview .Holding - Helping to Provide Emotional Security.Inviting Innocent Questions - Getting a Perspective from Outside the Situation You Are Dealing With.Know Your Enemy - Coping With Anxiety .Lateral Thinking - Finding New Ways to Think About Problems and Solutions.The Magic Wand - Getting as Close to the Ideal as Possible.Making the Most of Meetings - Avoiding Time and Energy Being Wasted .Mind Mapping - Developing a Picture of the Situation You Are Dealing With .Modelling and Use of Self - Using Yourself as a Tool to Help Others .Motivational Interviewing - Using Ambivalence to Bring About Change.Motivation Audit- Getting an Overview of Key Motivational Factors.Naming the Process - Bringing Hidden Agendas Out into the Open .Negotiating Expectations - Being Clear About What We Can Expect From Each Other.Not Tolerating Vagueness - Avoiding theDangers of Being Too Vague .Objectives Tree - A Framework for Helping to Develop Plans.Paint the Toilets - Making a Fresh Start .The Paradoxical Approach -Reducing Behaviours by Encouraging Them.PCS Analysis - Understanding Different Levels of Discrimination .Peacemaking Circles - Drawing on Native American Wisdom.Positive Strokes - Building Confidence .Principled Negotiation - Constructive Ways of Reaching Agreement.Promoting Realism - Getting a Balance BetweenOptimism and Pessimism.Providing an Anchor - Providing Security in Times of Instability .Pushing the Buttons - Acting as an Advocate .RAID - Reducing Problematic Behaviours.REBT - Understanding Anger .Recognizing Grief - Appreciatingthe Significance of Loss and Grief .The RED Approach - Managing Conflict .Reframing - Redefining Problem Situations to Allow People to Move Forward.Releasing the Scapegoat - Avoiding the Destructiveness of Blame.Responding to Feelings - Taking Account of the Emotional Dimension .The Right Person for the Job - Matching Skills and Aptitudes to Tasks .Risk Assessment - Analysing the Risks Involved in a Given Situation .Role Reversal - Seeing the Situation From Someone Else's Point of View .SARAH - Coping with Emotional Intensity .Serendipity - Making the Most of Chance Occurrences.The Six Thinking Hats - Looking at theDifferent Angles.SMART Objectives - The Importance of Having Clear Goals .SOLER - Managing Interpersonal Relations .Stop Trying! - Taking a Break From Our Efforts Can Sometimes be Helpful.Stress Audit - Getting an Overview of Pressures, Coping Methods and Support.SWOT Analysis - Balancing Positives and Negatives as an Aid to Decision Making .The Three Hs - Understanding What Motivates People's Behaviour .The Three Rs - Drawing on Strengths.Think-Feel-Do - Taking Account of the Three Dimensions of Human Experience .TOTE - Testing Out the Changes We Make.Transactional Analysis - Understanding Interpersonal Dynamics .Tuning In - Making Connections With the People We Are Trying to Help .Using Dissonance - Challenging Ingrained Views .Using Personal Constructs - Developing Our Own Theories.Visioning - Developing a Vision of the Place We Want to Get To .Working Backwards - Keeping a Clear Focus on Outcomes.Worst Case, Best Case- Getting Things in Perspective.PART III: GUIDE TO FURTHER LEARNING .Introduction .Further reading .Organizations and websites .References .Index .
- ISBN: 978-0-230-29147-8
- Editorial: Palgrave Macmillan
- Encuadernacion: Rústica
- Páginas: 304
- Fecha Publicación: 29/06/2012
- Nº Volúmenes: 1
- Idioma: Desconocido