Case Management- Quiz 3: Chapters 7 & 8

4 Common Methods of Questioning

(Evans, Hearn, Uhlemann, & Ivey 2016) 1. "What" questions: fact-oriented, eliciting factual data 2. "How" questions: people-oriented, encouraging responses that give a personal or subjective view of a situation 3. "Could or can you" questions: offer the client the greatest flexibility in responding 4. "Why" questions: often avoided because they may cause defensiveness. May be phrased less intrusively

Reflection

-A clear and concise summary of perceived feelings

Paraphrase

-A restatement in (different words) of the main idea of what a client just said

Information and Referral System

-A systematic way of developing and utilizing knowledge of the human services delivery system in the community -It is challenging for new case managers to develop this system; experienced case managers are challenged in keeping the system current -There are three components to information and referral: 1. Social service directory: a listing of the kinds of problems handled and the services delivered by other agencies 2. Information regarding specific problems for example homelessness, lack of food, unemployment 3. Specific population such children, youth, families, older adults, chronically mentally ill, substance abuse etc

Listening Skills

-Actively pay attention and listen -Try not to get distracted by outside noise or stimuli while speaking with a client -Don't interrupt others or try to finish their sentence -Keep a focus on the topic of conversation -Active listening= being non-judgmental, with emphasis on listening and not solving the issue or problem, being attentive and respectful to the person talking, paraphrasing back to the speaker what you hear, clarifying what you think you hear, etc.

Open Inquiring Questioning

-Broader questions, allows for an expression of thoughts, feelings, and ideas -More extensive responses contribute to building rapport and explaining a situation -It allows clients to introduce topics, thereby putting them at ease by allowing discussion of their problems in their own way and time

Clarification

-Clarify what the client means

Summarizing

-Concise, accurate and timely summing up of the client's statement -Can be used to review past material, when a number of topics have been raised, or to close the interview

Writing the Treatment Plan

-Documents how services will meet the client's needs -How meeting those needs will lead to a desired outcome -Describes services that will be provided -Who will be responsible for the its provisions -When service delivery will occur -Steps= Reread, assess and record, review, discuss -Goal-directed and time limited so they should include long and short term goals -Long-term goals state the ultimately desired state -Short-term goals aim to the the client through a crisis or a need

Closed Questions

-Elicits facts -Be careful to many closed questions may make the client feel defensive, sensing interrogation rather than an offer of hope

Silences

-Exploring silences "reaching into silences" -give the client some time, and stay with the silence -Eventually acknowledge the silence -You are quiet, what are you thinking? -You may guess but give them an opportunity to correct you

(Chapter 8) Client and Case Manager Preparing to Write Treatment Plan

-Service planning delivery -Case Manager and the client determine the steps necessary to reach the goal -Continue to review and assess the problem, develop a plan, use an informational system, gather additional information, document

General Standoutishness

-The tendency to judge on the basis of one outstanding characteristic such as personal appearance (Whiston, 2012)

Halo Effect

-When the interviewer forms a favorable or unfavorable early impression of the other person, which then biases the remainder of the judgment process

Interview Pitfalls

1. Premature Problem Solving -Arises from a desire to be helpful to the applicant by removing pain, discomfort, or the problem itself. -Undermines the client's self-determination 2. Giving Advice -Diminishes the client's level of responsibility, self-determination, and partnership in problem-solving 3. Over reliance on Closed Questions -They rarely provide opportunities for exploration 4. Rushing to Fill Silence -Silence has meaning: the client may be waiting for direction, thinking about what has transpired so far, or just experiencing an emotion. = Longest therapy session ever!

(Chapter 7) Critical Skills Needed in an Interview

1. Proper Introduction or Greeting the client (Face the client squarely, adopt an open posture, maintain good eye contact, try to be relatively relaxed) -Professionalism, Confidence and Competence, Purpose and Role, Informed Consent/Confidentiality 2. Effective Communication Skills (Nonverbal and verbal) 3. Listening (Attending Behavior, active Listening, Silence when appropriate) 4. Responding (Minimal Responses, simple encouragement, reflective listening, rephrasing/paraphrasing, labeling feelings, cultural sensitivity, etc.)

Goals & Objectives

Goals: -Statements that describe a state, condition, or intent.Brief statement concerning where they want to be at the end of the process. Helps to focus on what needs to be accomplished and guide subsequent action and services -Expressed in language that is clear and concise, Unambiguous, Must be realistic and achievable Objectives: -An intended result of service provision rather than the service itself -Tells us where we are going, Gives guidance in organizing efforts -They state criteria for acceptable performance and make evaluation possible

Reliability & Validity

Reliability: the degree of consistency with which a test measures whatever it is measuring—the degree to which test scores are free from errors of measurement. Such errors result in inconsistent scores from one test form to another or from one testing time to another Validity: the most important of these, is the extent to which a test measures what we actually wish to measure. A test can be biased if the results have different meanings for different cultural groups

Usability & Testing

Usability: includes all the practical factors (economy, test administration, social bias, and score interpretation) that are part of a decision to use a particular test Testing: Case managers should select tests they have carefully reviewed for validity, reliability, cultural sensitivity, and usability -Case managers should use only tests they are qualified to administer and interpret. Some tests require advanced coursework and supervision or practicum experiences for proper administration and interpretation -Case managers who administer tests have an obligation to provide an interpretation of the test results. An understanding of raw scores and their conversion to standard scores, coupled with the ability to communicate the meaning of the scores, is necessary