Fundamentals of Case Management Practice Exercises and Readings

by Summers, Nancy

• ISBN13: 9780534355944
• ISBN10: 0534355943
• Edition: 1st
• Format: Paperback
• Copyright: 2000-09-05
• Publisher: Brooks Cole

Summary

This practical, "how-to" workbook is designed to prepare students to walk away from the classroom into a social service setting and be able to function competently in the most basic skills, decisions, and discussions. Nancy Summers presents a step-by-step case management procedure that takes students from intake to termination by providing clear directions for each step in the process, practical "how to" tips, and using practice scenarios taken from real case management situations. The workbook includes actual agency forms providing students with the opportunity to practice using forms similar to those they will use in agencies.

Table of Contents

Preface	xiii
Section One Foundations for Best Practice in Case Management	1	(70)
Ethics and Other Professional Responsibilities for Human Service Workers	3	(43)
Introduction	3	(1)
Dual Relationships	3	(4)
Sexual or Romantic Relationships	5	(2)
Value Conflicts	7	(1)
Avoiding Value Conflicts	8	(1)
Clients' Rights	8	(6)
Informed Consent	10	(1)
Confidentiality	11	(2)
Privacy	13	(1)
Accessing the File	14	(1)
Self-Determination	14	(1)
Privileged Communication	14	(1)
When You Can Give Information	15	(2)
The Intention to Harm Another	15	(1)
Mandated Reporting	16	(1)
Diagnostic Labeling	17	(1)
Involuntary Commitment	17	(1)
Ethical Responsibility	18	(1)
Burdening the Client with Your Problems	18	(1)
Meeting Your Needs	18	(1)
Insisting on Your Solutions	18	(1)
Exploiting Dependency	19	(1)
Competence	19	(1)
Professional Responsibility	19	(1)
Summary	20	(1)
Ethics Exercise	20	(2)
Ethically, What Went Wrong?	22	(3)
Ethical Standards of Human Service Professionals	25	(4)
Preamble	25	(1)
The Human Service Professional's Responsibility to Clients	26	(1)
The Human Service Professional's Responsibility to the Community and Society	26	(1)
The Human Service Professional's Responsibility to Colleagues	27	(1)
The Human Service Professional's Responsibility to the Profession	28	(1)
The Human Service Professional's Responsibility to Employers	28	(1)
The Human Service Professional's Responsibility to Self	28	(1)
NASW Code of Ethics	29	(17)
Overview	29	(1)
Preamble	29	(1)
Purpose of the NASW Code of Ethics	30	(1)
Ethical Principles	31	(2)
Ethical Standards	33	(13)
Case Management: Definition and Responsibilities	46	(13)
Introduction	46	(1)
Why Case Management?	47	(1)
What Is an Individualized Plan?	47	(1)
Assessment	48	(1)
Planning	48	(2)
Formal Agencies	49	(1)
Generic Resources	49	(1)
Informal Resources and Folk Support Systems	49	(1)
Continued Planning	50	(1)
Linking	50	(1)
Monitoring	51	(1)
Skills You Need to Know to Do Case Management	52	(1)
Some Useful Guidelines	52	(1)
Skills You Need to Be an Effective Case Manager	53	(1)
Levels of Case Management	53	(1)
Administrative Case Management	53	(1)
Resource Coordination	54	(1)
Intensive Case Management	54	(1)
Separating Case Management from Therapy	54	(1)
Exercises in Case Management	55	(4)
Applying the Ecological Model: A Theoretical Foundation for Human Services	59	(12)
Introduction	59	(1)
Seeking a Balanced View of the Client	60	(2)
The Three Levels	62	(1)
Looking at What the Person Brings	62	(1)
Looking at What the Context Brings	62	(1)
Developmental Transitions	63	(1)
Developing the Interventions	64	(1)
Larger Interventions	65	(1)
Looking at Florence's Problem on Three Levels	66	(1)
Designing Three Levels of Intervention	67	(4)
Section Two Useful Clarifications and Attitudes	71	(50)
Cultural Competence	73	(19)
Introduction	73	(1)
Culture and Communication	73	(1)
Your Ethical Responsibility	73	(1)
When You Are Not Sure	74	(1)
Where Are the Differences?	74	(1)
Cultures	74	(1)
Subcultures	74	(1)
Race and Ethnic Group	75	(1)
How We Develop a We-Versus-Them Attitude	75	(1)
Strangers	75	(2)
Anxiety and Uncertainty	77	(1)
Thoughtless Versus Thoughtful Communication	78	(3)
Recognizing Our Tendency to Categorize	78	(1)
Looking for Exceptions	78	(1)
Checking Our Attributions	78	(1)
Evaluating Scripts	79	(1)
Checking Perceptions	80	(1)
Allowing Differences	80	(1)
Dimensions of Culture	81	(5)
Individualistic and Collectivistic Cultures	81	(1)
How Individualistic and Collectivistic Cultures Differ	81	(5)
Obstacles to Understanding	86	(2)
Stereotypes	86	(1)
Ethnocentrism	86	(1)
Prejudice	86	(1)
Conflict	87	(1)
Changing Attitudes	87	(1)
Competence	88	(1)
Testing Your Cultural Competence	88	(4)
Examining Attitudes and Perceptions	92	(16)
Introduction	92	(1)
Basic Helping Attitudes	92	(4)
Warmth	93	(1)
Genuineness	93	(1)
Empathy	94	(1)
Minor Problems	94	(1)
Major Problems	94	(1)
On Being Judgmental	95	(1)
Discouragement	96	(1)
Ways to Motivate and Encourage	97	(2)
Begin Where the Client Is	97	(1)
See the Client's Strengths	97	(1)
Accurately Assess the Client's Reluctance	97	(1)
Collaborate	98	(1)
Appreciate Every Effort	98	(1)
Never Lose Sight of Potential	98	(1)
Encouragement Rules	98	(1)
How Clients Are Discouraged	99	(3)
Demonstrating Warmth, Genuineness, and Empathy	102	(4)
Vignette #1	103	(1)
Vignette #2	104	(1)
Vignette #3	104	(1)
Vignette #4	105	(1)
Recognizing the Difference: Encouragement or Discouragement	106	(2)
Seeing Yourself as a Separate Person	108	(5)
Introduction	108	(1)
Seeing Yourself and the Client as Completely Separate Individuals	108	(1)
The Client Reminds You of You	108	(1)
The Client Reflects on You	109	(1)
Poor Assumptions	109	(1)
Summary	110	(1)
Blurred Boundaries	110	(3)
Clarifying Who Owns the Problems	113	(8)
Introduction	113	(1)
If the Client Owns the Problem	114	(2)
It Is Not Uncaring	115	(1)
It Is a Strategic Decision	115	(1)
Be a Resource and a Collaborator	116	(1)
If You Own the Problem	116	(1)
If You Both Own the Problem	117	(1)
Who Owns the Problem?	118	(1)
Making the Strategic Decision	119	(2)
Section Three Effective Communication	121	(78)
Identifying Good Responses and Poor Responses	123	(11)
Introduction	123	(1)
The Twelve Roadblocks to Communication	123	(4)
Ordering, Directing, Commanding	124	(1)
Warning, Admonishing, Threatening	124	(1)
Exhorting, Moralizing, Preaching	124	(1)
Advising, Giving Solutions or Suggestions	124	(1)
Lecturing, Teaching, Giving Logical Arguments	125	(1)
Judging, Criticizing, Disagreeing, Blaming	125	(1)
Praising, Agreeing	125	(1)
Name-calling, Ridiculing, Shaming	126	(1)
Interpreting, Analyzing, Diagnosing	126	(1)
Reassuring, Sympathizing, Consoling, Supporting	126	(1)
Probing, Questioning, Interrogating	126	(1)
Withdrawing, Distracting, Humoring, Diverting	127	(1)
Identifying Roadblocks	127	(1)
Useful Responses	128	(5)
Ways to Start Responding to Feelings	129	(1)
Ways to Start Responding to Content	129	(1)
Ways to Start a Closed Question	129	(1)
Ways to Start an Open Question	130	(1)
Ways to Start an ``I Message''	130	(1)
Useful Ways to Begin a Firmer I Message	130	(1)
Ways to Show Appreciation for What Has Been Said	131	(1)
Specific Questions Useful in Beginning to Disarm Anger	131	(1)
Examples of Ways to Agree When Practicing Disarming	131	(1)
Sample Response When You Cannot Change	131	(1)
Sample Response When You Find You Can Compromise	132	(1)
Ways to Start Collaboration	132	(1)
Ways to Involve the Client in Collaboration	132	(1)
Conclusion	133	(1)
Listening and Responding	134	(20)
Introduction	134	(1)
Defining Active Listening	134	(1)
Responding to Feelings	135	(3)
Responding to Content	138	(1)
Positive Reasons for Active Listening	139	(1)
Self-acceptance	139	(1)
Drain Off Feeling	140	(1)
Points to Remember	140	(1)
Active Listen Long Enough	140	(1)
Solutions Come Later	140	(1)
Active Listening Does Not Mean You Agree	141	(1)
You Could Be Wrong	141	(1)
Mind Your Body Language	141	(1)
How Many Feelings Can You Name?	141	(1)
Finding the Right Feeling	142	(2)
Active Listening Exercises	144	(10)
Active Listening I	144	(2)
Active Listening II	146	(2)
Active Listening III	148	(2)
Active Listening IV	150	(2)
Active Listening V	152	(2)
Asking Questions	154	(12)
Introduction	154	(1)
When Questions Are Important	154	(1)
Closed Questions	155	(1)
Open Questions	155	(1)
Questions That Make the Client Feel Uncomfortable	156	(2)
Avoid the Use of ``Why'' Questions	156	(1)
Do Not Ask Multiple Questions	156	(1)
Do Not Change the Subject	157	(1)
Do Not Imply There Is Only One Answer to Your Question	157	(1)
Do Not Inflict Your Values on the Client	157	(1)
Do Not Ask Questions That Make Assumptions	157	(1)
A Formula for Asking Open Questions	158	(1)
What Is Wrong with These Questions?	158	(2)
Which Question is Better?	160	(2)
Exercises in Opening Closed Questions	162	(4)
Opening Closed Questions I	162	(1)
Opening Closed Questions II	163	(1)
Try Asking Questions	164	(2)
Bringing up Difficult Issues	166	(13)
Introduction	166	(1)
When to Use Confrontation	166	(2)
Discrepancies	166	(1)
Other Reasons to Use Confrontation	167	(1)
The ``I Message'' in Confrontation	168	(1)
The Rules for Confrontation	169	(3)
Be Matter-of-fact	169	(1)
Be Tentative	169	(1)
Focus on Tangible Behavior or Communication, What You Can Observe	169	(1)
Take Full Responsibility for Your Observations	170	(1)
Always Collaborate	170	(1)
Do Not Accuse the Other Person	170	(1)
Do Not Confront Because You Are Angry	171	(1)
Do Not Be Judgmental	171	(1)
Do Not Give the Client a Solution	171	(1)
Confronting Collaterals	172	(1)
On Not Becoming Overbearing	172	(1)
What Is Wrong Here?	173	(2)
Expressing Your Concern Exercises	175	(2)
Expressing Your Concern I	175	(1)
Expressing Your Concern II	176	(1)
Expressing a Stronger Message	177	(2)
Addressing and Disarming Anger	179	(12)
Introduction	179	(1)
Common Reasons for Anger	179	(1)
Why Disarming Anger Is Important	180	(1)
Avoiding the Number One Mistake	181	(1)
The Four-Step Process	182	(1)
What You Do Not Want to Do	183	(2)
Do Not Become Defensive	183	(1)
Do Not Become Sarcastic or Facetious	184	(1)
Do Not Be Superior	184	(1)
Do Not Grill the Client	184	(1)
Look For Useful Information	185	(1)
Managing an Angry Outburst	185	(1)
Initial Responses to Anger	186	(2)
Practicing Disarming	188	(3)
Putting It All Together	191	(8)
Introduction	191	(8)
Exercise I	191	(2)
Exercise II	193	(3)
Exercise III	196	(2)
Exercise IV	198	(1)
Section Four Meeting Clients and Assessing Their Strengths and Needs	199	(56)
Documenting Initial Inquiries	201	(7)
Introduction	201	(1)
Steps for Filling Out the Form	201	(1)
Capturing the Highlights of the Chief Complaint	202	(1)
Evaluate the Client's Motivation and Mood	203	(1)
Complete the Form	204	(1)
Sending a Verification	204	(2)
Intake Exercises	206	(2)
Exercise One Intake of a Middle-Aged Adult	206	(1)
Exercise Two Intake of a Child	207	(1)
Exercise Three Intake of an Infirm, Older Person	207	(1)
The First Interview	208	(9)
Introduction	208	(1)
Your Role	208	(1)
The Client's Understanding	209	(1)
Preparing for the First Interview	209	(1)
Your Office	210	(1)
Meeting the Client	210	(1)
Taking Notes	211	(1)
Collecting Information	211	(1)
Asking for More Clarification	212	(1)
What Information to Collect	212	(1)
Client Expectations	213	(1)
Using an Assessment Form	213	(1)
Wrapping Up	213	(1)
The Client Leaves	214	(1)
The Next Step	214	(1)
First Interview Exercises	215	(2)
Exercise One Assessment of a Middle-Aged Adult	215	(1)
Exercise Two Assessment of a Child	215	(1)
Exercise Three Intake of an Infirm, Older Person	215	(1)
Exercise Four Creating a File	216	(1)
Using DSM-IV	217	(14)
Introduction	217	(1)
Is DSM-IV Only a Mental Health Tool?	217	(1)
Cautions	218	(1)
Who Makes the Diagnosis?	218	(1)
Background Information	218	(3)
Psychiatry Attempts to Classify Mental Disorders	218	(1)
The 1950s, 1960s, and 1970s	219	(1)
Psychiatry Becomes More Medical	220	(1)
How We Got to DSM-IV	221	(1)
Using the DSM-IV	221	(4)
What You Will Find in DSM-IV	221	(1)
Making the Diagnosis	222	(1)
A Closer Look at Multiaxial Assessment	222	(3)
Making the Code	225	(3)
Subtypes	225	(1)
Modifiers	226	(1)
Modifiers for Past and Present	226	(1)
Modifiers for Course and Severity	226	(1)
Reason-for-Visit Modifiers	226	(1)
Provisional Diagnoses	226	(1)
Not Otherwise Specified	227	(1)
V Codes	227	(1)
Unspecified	227	(1)
Deferred	227	(1)
Conclusion	228	(1)
Exercises on Using DSM-IV	228	(3)
The Mental Status Exam	231	(19)
Introduction	231	(1)
What to Observe	231	(1)
How to Observe	232	(1)
Documentation	232	(1)
Describing the Client	232	(1)
Mental Status Outline	232	(2)
Terms and Expressions Used for Intake, Evaluations, Assessments, and Referrals	234	(14)
General Description	235	(4)
Emotions	239	(1)
Cognitive Functioning	240	(3)
Thought and Perception	243	(3)
Suicidality, Homocidality, and Impulse Control	246	(1)
Insight and Judgment	246	(1)
Reliability (Accuracy of the Client's Report)	247	(1)
The Environment	247	(1)
Exercises Using the MSE Vocabulary	248	(2)
Receiving and Releasing Information	250	(5)
Sending for Information	250	(1)
If You Release Information	250	(1)
Directions for Using the Release Form	251	(1)
Example of a Release Form	251	(2)
When the Material Is Received	253	(1)
Release of Information Exercises	253	(2)
Exercise One Intake of a Middle-Aged Adult	253	(1)
Exercise Two Intake of a Child	253	(1)
Exercise Three Intake of a Frail, Older Person	253	(1)
Exercise Four Maintaining Your Charts	253	(2)
Section Five Developing a Plan with the Client	255	(22)
Developing a Service Plan	257	(8)
Introduction	257	(1)
Using the Assessment	257	(1)
Creating the Treatment or Goal Plan	258	(1)
Involving the Client and the Family	259	(1)
Individualized Planning	260	(1)
Understanding Barriers	261	(1)
Sample Goal Plan	261	(2)
Broad Goal Planning Exercises	263	(2)
Exercise One Planning for a Middle-Aged Adult	263	(1)
Exercise Two Planning for a Child	264	(1)
Exercise Three Planning for an Infirm, Older Person	264	(1)
Exercise Four Maintaining Your Charts	264	(1)
Exercise Five Checking Services	264	(1)
Preparing for Service Planning Conference or Disposition Planning Meeting	265	(5)
Introduction	265	(1)
What You Will Need to Bring to the Meeting	265	(1)
Goal One for the Meeting: Diagnosis	266	(1)
Goal Two for the Meeting: Level of Case Management	266	(1)
Goal Three for the Meeting: Services	266	(1)
Preparing to Present Your Case	267	(1)
Making the Presentation	268	(1)
Collaboration	268	(1)
Conclusion	268	(1)
Planning Exercises	269	(1)
Exercise One Developing a Service Directory	269	(1)
Exercise Two A Simulated Planning Meeting	269	(1)
Making the Referral and Assembling the Record	270	(7)
Introduction	270	(1)
Determing Dates	270	(1)
The Target Date	270	(1)
The Review Date	271	(1)
Sample Referral Form	271	(1)
The Face Sheet	271	(2)
Exercises to Assemble the Record	273	(4)
Section Six Monitoring Services and Following the Client	277	(36)
Monitoring the Services or Treatment	279	(4)
Introduction	279	(1)
Purpose of Monitoring	280	(1)
Collaboration	281	(1)
What Is Monitoring?	282	(1)
Leave the Office	282	(1)
Conclusion	282	(1)
Documentation and Recording	283	(16)
Documenting Client Encounters	283	(1)
Writing Contact Notes	283	(1)
Labeling the Contact	284	(1)
Types of Contacts	284	(1)
Documenting Service Monitoring	284	(2)
Documentation: The Finishing Touches	286	(2)
Hostility	286	(1)
Interactions	286	(1)
Documenting Significant Aspects of Contact	286	(1)
Clarity	286	(1)
Quotations	287	(1)
Contradictions	287	(1)
Language	287	(1)
Disabilities	287	(1)
Government Requirements	288	(1)
Do Not Be Judgmental	289	(1)
Know the Difference Between Facts and Impressions	290	(1)
Positive and Negative	290	(1)
Agreement	290	(1)
Changes to the Plan	290	(1)
Recording Exercises	291	(8)
Exercise One Recording Your Meeting with the Client	291	(1)
Exercise Two Recording a Client Contact: Part A	292	(3)
Recording a Client Contact: Part B	295	(2)
Exercise Three Using Government Guidelines to Correct Errors	297	(1)
Exercise Four Spotting Recording Errors	298	(1)
Developing Goals and Objectives at the Provider Agency	299	(10)
Introduction	299	(1)
Expect Positive Outcomes	299	(1)
Writing the Goals	300	(1)
Objectives	301	(1)
How to Identify the Client's Strengths	302	(1)
Combining Goals and Treatment Objectives	302	(1)
Finishing Touches	303	(2)
Proper Endings	303	(1)
Numbering System	303	(1)
Target Dates	304	(1)
Treatment Interventions	304	(1)
Long Term and Short Term	304	(1)
Client Participation/Collaboration	305	(1)
Exercises	305	(4)
Terminating the Case	309	(4)
Introduction	309	(1)
A Successful Termination	310	(1)
The Final Interview	310	(1)
The Letter	310	(1)
Documentation	310	(1)
The Discharge Summary	311	(1)
Conclusion	311	(1)
Termination Exercises	312	(1)
Appendix Wildwood Case Management Unit Forms	313	(18)
Face Sheet	315	(2)
New Referral or Inquiry	317	(2)
Verification of Appointment	319	(2)
Release of Information	321	(2)
Treatment or Goal Plan	323	(2)
Referral	325	(2)
Contact Notes	327	(4)
References and Reading List	331	(2)
Index	333