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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.
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 ShowsProfessional 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 MacrolevelAssessing 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 RespondingProactive 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 FunctioningAssessing 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 DiversityEthnic 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 LevelsMaintaining 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 WorkPolicy 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 ResearchEvidence-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 -UpClosing 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
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