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With its focus on empowerment and extensive coverage of ethics and values, Generalist Social Work Practice, 6/e, provides excellent coverage of: evidence-based practice, policy practice, social justice and human rights, end-of-life-care, diversity and special population groups, including immigrants, veterans, and older adults.

Tabla de contenidos provista por Syndetics

• Part 1 Social Work Practice Perspectives
• 1 Generalist Social Work Practice
• Social Work Values and Purpose
• Human Dignity and Worth
• Social Justice
• Defining Social Work
• Achieving the Purpose of Social Work
• Generalist Social Work
• Levels of Intervention in Generalist Practice
• Policy and Generalist Practice
• Research in Generalist Practice
• Advantages of a Multifaceted Approach
• Social Work Functions and Roles
• Consultancy
• Resource Management
• Education
• Integrating Generalist Functions
• Assessing Your Competence
• Looking Forward
• 2 Human System Perspectives
• The Knowledge Base of Generalist Practice
• Theoretical Frameworks for Practice
• Developing a Practice Framework
• Analyzing Theoretical Perspectives
• Key Perspectives for Empowering Practice
• Ecosystems
• Social Constructionism
• Feminist Perspective
• The Ecosystems Perspective
• Humans in Context
• Focus on Transactions
• Development as Evolutionary Change
• Goodness-of-Fit
• View of Dysfunction
• Implications for Change
• Human Systems
• System Defined
• Dimensions of Systems
• A Structural View of Systems
• An Interactional View of Systems
• Biopsychosocial Dimensions
• Cultural Influences
• Ecosystems: A Conceptual Framework for Practice
• Identify the Focal System
• What's Happening Inside the System?
• What's Happening Outside the System?
• How Do the Inside and Outside Connect?
• How Does the System Move through Time?
• Applying the Ecosystems Framework
• Assessing Your Competence
• Looking Forward
• 3 Values and Multicultural Competence
• Frames of Reference
• Your Frame of Reference Shows
• Professional Values and Practice Principles
• Acceptance
• Individualization
• Nonjudgmentalism
• Objectivity
• Self-Determination
• Access to Resources
• Confidentiality
• Accountability
• Value Conflicts in Practice: An Example
• Personal Values and Resources
• Use of Self in Social Work
• Increasing Self-Awareness
• Values and Principles in Action: A Practice Example
• How Values Influence Practice
• Values and Diversity
• Multicultural Competence
• Cultural Diversity Defined
• Proficient Multicultural Practice
• Cultural Competence
• Cultural Sensitivity
• Cultural Responsiveness
• A Generalist View of Cultural Competence
• Practitioner-Level Cultural Competence
• Agency-Level Cultural Competence
• Community-Level Cultural Competence
• Assessing Your Competence
• Looking Forward
• 4 Strengths and Empowerment
• Strengths Perspective
• Practice Assumptions
• Key Transitions
• Applying a Strengths Perspective
• Empowerment
• Personal Dimensions of Empowerment
• Interpersonal Dimensions of Empowerment
• Sociopolitical Dimensions of Empowerment
• Power
• Empowerment as a Concept and a Process
• Empowerment-Based Practice
• The Paradox of an Empowering Process
• Collaboration and Partnership
• Characteristics of Empowerment-Centered Social Workers
• Empowerment-Oriented Strategies
• Assessing Your Competence
• Looking Forward
• 5 An Empowering Approach to Generalist Practice
• Elements of an Empowering Generalist Approach
• Infusing an Ecosystems Perspective
• Reflecting a Social Justice Commitment
• Applying a Strengths Orientation
• Collaborating with Clients
• Constructing an Empowering Reality
• Phases and Processes of Empowering Practice
• The Dialogue Phase
• The Discovery Phase
• The Development Phase
• 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
• Multilevel Intervention in Generalist Pracitice: Integrative Case Example
• Intervention at the Microlevel
• Intervention at the Mezzolevel
• Intervetnion at the Macrolevel
• Assessing Your Competence
• Looking Forward
• Part 2 The Dialogue Phase: Building Relationships and Describing Situations
• 6 Forming Partnerships
• Collaboration and Partnership
• The Dilemma of Social Workers as Experts
• The Rewards of Clients as Experts
• The Social Worker's Role
• Agency Influences on Worker-Client Relationships
• Making Initial Contacts
• Recognizing What Clients Bring
• Initiating Collaboration
• Beginning Steps: A Practice Example
• Qualities of Professional Partnerships
• Genuineness
• Acceptance and Respect
• Trustworthiness
• Empathy
• Cultural Sensitivity
• Purposefulness
• Constructing Empowering Relationships
• Recognizing Rights
• Taking Responsibilities
• Discussing Rights and Responsibilities
• Augmenting Power
• When Clients Feel Powerless
• Collaborating with Oppressed Clients
• Voluntary and Involuntary Clients
• Partnerships with Larger Systems
• Respecting Confidentiality
• Absolute and Relative Confidentiality
• Violating Confidentiality
• Informed Consent for Releasing Information
• Privileged Communication
• Balancing Accountability and Privacy
• Assessing Your Competence
• Looking Forward
• 7 Articulating Situations
• Empowering Dialogue
• Listening and Responding
• Proactive Responding
• Describing the Current Situation
• Orienting toward Goals
• Searching for Strengths and Resources
• Sizing Up Situations
• Exchanging Information
• Verbal Communication
• Nonverbal Communication
• Influences on Communication Processes
• Assessing the Client's Perspective
• Responding to Thoughts
• Allowing Space
• Nonverbal Responses
• Single Word Responses
• Restatement
• Clarification
• Summary Clarification
• Request to Continue
• Questioning
• Combining Responses
• Practice Example
• Responding to Feelings
• The Experience of Feelings
• Identifying Feelings
• Verbalizing Feelings
• Validating Feelings
• Special Issues in Responding
• Responding to Anger
• Responding to Silence
• Responding to Questions
• Responding to Feedback from Clients
• Responding to Larger Client Systems
• Facilitating Discussion
• Respecting Existing Functioning
• Assessing Your Competence
• Looking Forward
• 8 Defining Directions
• Transforming Challenges into Directions
• Orienting Forward, Not Back
• Framing the Search for Resources
• Integrating Transactional Dimensions
• Considering Client Motivation
• A Transactional View of Motivation
• Motivating Clients Who Have Given Up
• Aligning Worker and Client Motivations
• Motivating Larger Systems
• Collaborating with Clients Who Resist
• Resistance Is Motivated
• Cooperating with Resistance
• Overcoming Environmental Resistance
• Cooperating with Mandated Clients
• Constructing Workers' Expectations
• Structuring a Working Partnership
• Defining a Motivating Direction
• Taking Priority Actions
• Responding to Trauma
• Responding to the Threat of Suicide
• Responding to Threats toward Others
• Responding to Child Abuse
• Responding to Elder Abuse
• Responding to Intimate Partner Violence
• Responding to Survival Needs
• Responding to Signs of Addiction
• Assessing Your Competence
• Looking Forward
• Part 3 The Discovery Phase: Assessing Resourcesand Planning Change
• 9 Identifying Strengths
• Infusing a Strengths Perspective
• What Are Strengths?
• Why Identify Strengths?
• Balancing Strengths and Challenges
• Looking for Strengths
• Highlighting Strengths in General Functioning
• Strengths in Individuals
• Strengths in Families
• Strengths in Groups
• Strengths in Organizations
• Strengths in Communities
• Solution-Focused Dialogue
• Creating a Solution-Saturated Atmosphere
• Searching for Exceptions
• Detecting Incremental Steps
• Searching for Transferable Skills
• Recognizing Cultural Strengths
• Strengths in Diversity
• Ethnic Group Strengths
• African Americans
• Latino Americans
• Asian Americans
• Native Americans
• Strengths in Cultural Group Memberships
• Women
• Gays and Lesbians
• Older Adults
• Religious Affiliations and Spirituality
• Persons with Disabilities
• Clients as Resources for Understanding Cultures
• Uncovering Strengths in Adversity
• Surviving Oppression
• Surviving Violence
• Surviving Family Disruption
• Assessing Your Competence
• Looking Forward
• 10 Assessing Resource Capabilities
• Exploring Resource Systems through Assessment
• Recognizing Environmental Resources
• Turning Challenging Situations into Resources
• Collaborating to Search for Resources
• Applying Theoretical Frameworks
• Organizing Assessment Using a Five-Point Ecosystemic Schema
• Practice Example: Franklin Courts
• Organizing Assessment: Applying Ecosystemic Questions
• Assessing Structures
• Assessing Interactions
• Assessing Thinking and Feeling
• Assessing Cultural Influences
• Assessing Spiritual Dimensions
• Assessing Physical Environments
• Putting the Pieces Together
• Using Assessment Tools
• Social Histories
• Genograms
• Eco-maps
• Culturally Sensitive Assessment
• Social Network Maps
• Group Assessment
• Organizational Assessment
• Neighborhood and Community Assessment
• Tools as Resources for Empowerment
• Adding Viewpoints
• Bringing in Significant Others
• Contacting Other Professionals
• Assessing through Observation
• Observations by Clients
• Observations by Workers
• Recordkeeping
• Recording
• Types of Recording Formats
• Ethical and Legal Issues in Recordkeeping
• Assessing Your Competence
• Looking Forward
• 11 Framing Solutions
• Collaborative Planning Processes
• Client Expertise in Planning
• Worker Expertise in Planning
• Issues Affecting Collaborative Planning
• Planning in Multiperson Systems
• Goals and Objectives
• Differentiating Goals and Objectives
• Considering Goals
• Translating Goals into Objectives
• Constructing Action Plans
• Crystallizing Outcome Goals
• Writing Effective Objectives
• Prioritizing Objectives
• Screening Generalist Intervention Strategies
• Choosing Effective Strategies
• Delineating Tasks and Responsibilities
• Setting Reviews and Evaluations
• Contracting
• The Evolving Contract
• Contracting as an Empowering Process
• Assessing Your Competence
• Looking Forward
• Part 4 The Development Phase: Implementing, Evaluating,and Stabilizing Change
• 12 Activating Resources
• Applying Generalist Intervention Skills
• Intervention across System Levels
• Maintaining Progress in the Action Plan
• Implementing Action Plans
• Enhancing Interactions
• Sustaining Motivation
• Developing Power
• Promoting Leadership
• Recognizing Choices
• Locating Genuine Options
• Magnifying Strengths
• Changing Perspectives
• Offering Feedback
• Constructing Feedback
• Creating New Concepts
• Using Narrative Strategies
• Trying Out New Behaviors
• Managing Resources
• Linking Clients with Resources
• Client Advocacy
• Maximizing Clients' Rights
• Educating
• Teaching
• Sharing Information
• Assessing Your Competence
• Looking Forward
• 13 Creating Alliances
• The Power of Alliances
• Developing Alliances through Groups
• Groups and Empowerment
• Mutual Aid in Groups
• Self-Help Groups
• Social Action through Group Work
• Strengthening Natural Support Alliances
• Social Support
• Workers' Roles in Encouraging Social Support
• Case Management: Client-Service Alliances
• Case Management Defined
• The Purpose of Case Management
• Case Management in Action: A Practice Example
• Case Management Activities with Clients
• Case Management Activities with the Delivery System
• Workers' Resources for Case Management
• Critical Issues and Ethical Dilemmas
• Organizational Alliances for Service Delivery
• Building Interagency Coalitions
• Working on Teams
• Leading Effective Meetings
• Professional Support Networks
• Alliances within Organizations
• Job Stress and Burnout
• Professional Memberships
• Connections in Cyberspace
• Assessing Your Competence
• Looking Forward
• 14 Expanding Opportunities
• Opportunities: Keys to Empowerment
• Empowerment and Opportunities
• Empowerment in Groups and Communities
• Resource Expansion
• Identifying Resource Shortages
• Mobilizing Resources
• Educating the Public
• Writing Grant Proposals
• Community Change
• Processes for Working with Communities
• Working with Communities through Organizing
• Working with Communities through Development
• Social Work as a Political Profession
• Political Perspectives
• Political Perspectives Applied to Social Work
• Policy Development
• Policy Analysis and Change
• Consumer Participation in Policy Development
• Social Activism and Social Advocacy
• A Heritage of Social Reform
• Promoting Social Action
• Advocacy Role
• Legislative Advocacy
• Legislative Analysis
• Lobbying
• Legislative Testimony
• Assessing Your Competence
• Looking Forward
• 15 Recognizing Success
• Social Work Evaluation and Research
• Integrating Practice and Research
• Evidence-Based Practice
• Steps for Evidence-Based Decision-Making
• Implications for Social Work Practice
• Practice Evaluation
• Progress Evaluation
• Client Outcome Assessment
• Program Evaluation
• Research
• The Research Process
• Research Terminology
• Ethics in Research
• Single-System Designs
• Elements of Single-System Designs
• Types of Single-System Designs
• Limitations of Single-System Designs
• Assessing Your Competence
• Looking Forward
• 16 Integrating Gains
• Social Work Endings
• Completing Contracts
• Preparing for Resolution
• Discussing Readiness
• Evaluating
• Sharing Feelings
• Generalizing Outcomes
• Firming Up Social Supports
• Celebrations and Ritualized Endings
• Looking to the Future
• Following -Up
• Closing with Referral
• Acknowledging Limited Resources
• Implementing Legal Mandates
• Making Referrals
• Responding to Clients' Discontinuation of Services
• Preparing for Early Discontinuation
• Recognizing Exit Clues
• Resolving Unplanned Exits
• When Clients Die
• Grief
• End of Life Care
• Grieving the Death of a Client
• Resolving Relationships with Larger Systems
• Small Group Endings
• Resolving Intermember Relationships
• Endings with Organizations and Communities
• Assessing Your Competence
• Endings Are Beginnings
• Epilogue
• Appendix: Comprehensive Case Study: Client Empowerment: Surviving Domestic Violence
• References
• Author Index
• Subject Index

Notas de autor provistas por Syndetics

Karla Miley , MSW,LSW is Professor Emerita, Black Hawk College, Moline, Illinois. She has been a graduate and undergraduate social work educator in Illinois and Iowa for thirty years. Professor Miley received her masters degree in social work in 1966 at the University of Chicago, School of Social Service Administration. She has extensive social work practice and consultation experience in school social work, health care, child welfare, and aging services. Professor Miley has served as a member on a number of community agency initiatives and boards. She has published several articles on ethics and empowerment and has co-authored two social work texts on empowerment in social work: Social Work: An Empowering Profession with Brenda DuBois and Generalist Social Work Practice: An Empowering Approach with Brenda DuBois and Michael O'Melia.

Michael O'Melia is an Associate Professor in the St. Ambrose University MSW Program. He specializes in teaching clinical social work with expertise in generalist, collaborative, and anti-oppressive methods. O'Melia is a Licensed Clinical Social Worker in Illinois, working for over thirty years with individuals, couples, families and small groups in child welfare, delinquency prevention, family therapy, and school-based practice settings. In addition to co-authoring Generalist Social Work Practice: An Empowering Approach, O'Melia is co-editor of Pathways to Power: Reading in Contextual Social Work Practice. Functioning as a community trainer and program consultant, O'Melia focuses on developing culturally competent practices, working with resistant and mandated clients, and implementing strength-based clinical strategies. He also sits on the Social Work Advisory Board for Pearson Education, serves as a member of the Editorial Advisory Board of the Rumanian Social Work Review, and contributes as an editor to the Journal of Progressive Human Services.

Brenda DuBois , MSW,LCSW, Ph.D. is Professor of Social Work at St. Ambrose University, Davenport, Iowa. She has been a graduate and undergraduate social work educator in Iowa for thirty-three years. Professor DuBois received her masters degree in social work in 1977 at the University of Iowa and a doctorate in educational administration from Illinois State University in 2002. She has extensive social work practice and consultation experience in public welfare, community planning, organizational development, and program evaluation. Dr. DuBois serves as a member on a number of community agency initiatives, ethics committees, and as a board member to agencies in the Quad Cities. She has published several articles on ethics and empowerment and has co-authored two social work texts on empowerment in social work: Social Work: An Empowering Profession with Karla Miley and Generalist Social Work Practice: An Empowering Approach with Karla Miley and Michael O'Melia.