The aim of chapters five and six is to create knowledge of different techniques to social teamwork practice. The chapters are based on the five innovative universals of teamwork practice and methods where specific information relating to clients' life circumstances is obtained. They suggest the life conditions and significant life events in social work practice in groups within a generalized structure. The focus is evident on the conceptualization and examination of teamwork skills and the capacity for self-directed exercise within teams. A significant goal is the use of democratic means, so that team process in all social work categories shows a perspective of public rights. These chapters develop on the basic level practice knowledge, with a focus on the conceptual base and counseling skills of social teamwork. Teamwork is an integrative exercise within a generalist structure and involves the profession of social work (Shulman, 2009).
Counselors are expected to employ various evidence-based therapy techniques and to create even better methods and models for helping Individuals, families, groups, and communities. There are also numerous policies, rules, service requirements, and professional requirements of work that must be followed. While healing techniques and policies are the tools that provide therapy, chapters 5&6 suggest that one of the key elements in effective strategy in counseling intervention is the therapeutic partnership. The therapeutic partnership is the personal connection between the consultant and the customer and their contract about the objectives and tasks of therapy. Furthermore, it is not the therapist's opinion about the relationship that matters, but rather it is the customer's understanding of the partnership that is the most essential aspect for positive results. The act of being truly tuned in to customer needs and wants is critical (Shulman, 2009).
Understanding, approval, and a warm and empathic collaborative connection in which the customer can feel safe approved, recognized, and validated. Without judgment, the consultant aims to truly understand and agree to his/her customer's structure of an issue. Although customers are often against filling forms, appear later for classes, do not succeed to appear at all, and otherwise illustrate the lack of serious participation in the process of treatment, practitioners, by should illustrate a stable dedication to assisting their customers. Therefore, it is essential for practitioners to appear on time for their sessions, to return their customers' telephone phone calls quickly, and to be available in cases of urgency. Therapists should also be persistent in trying to contact customers who do not appear for their classes. If the specialist determines a trend whereby he or she will always telephone a customer within hours of their losing a period, the specialist conveys an issue that goes beyond words. Along these same lines, it is essential for practitioners to be willing to continue to cure a customer when he or she encounters a relapse or other challenging separation from treatment such as prison incarceration (Shulman, 2009).
A relapse is considered as a chance to learn. This technique provides the most genuine means by which to cure a problem whose course is often repeated. Further, it encourages a feeling of hope for customers who otherwise might believe that they have burnt off their bridges with all charitable and beneficial others. Therefore, they may be more apt to come back to therapy willingly and more easily following upcoming relapses. It may be your program's plan that customers be handled only in the clinic's workplaces. If a customer is put in the medical center or imprisoned; however, it may be necessary for the consultant to go to the medical center or prison to continue his/her customer's therapy. Furthermore, some customers may need to get care in their home atmosphere (Shulman, 2009).
Certain life activities, such as a customer's wedding, a customer's traumatic damage or sickness, or several skipped sessions, might require the specialist to reach out to his/her customer. This will show a personal concern and requiring attention in protecting the therapeutic connection and improving the process of restoration. If the length between classes is long, physician attention can be indicated through phone calls between classes. However, you should be cautious not to combine professional limitations or put the therapeutic connection at threat of breaking a customer's confidentiality or privacy rights. An example of a breach might be participating in the memorial for a participant of a customer's family, or appearing in his/her customer's home or office without the customer's approval (Shulman, 2009).
One of the most essential ways that clients can use to gain assurance and hope about the process of treatment is realized when practitioners secure and confident about themselves. This includes quality of voice, comfortable position, non-defensiveness, and a dynamic positive outlook. However, the consultant does not need to go to extreme conditions to show confidence. It is ill advised for practitioners, to represent themselves as all knowing, free from error, or can be incorrect. A certain level of humbleness is necessary to create and maintain an environment of cooperation and mutual regard. Therapists should be willing to confess that they do not know or were incorrect about something, rather than try to fake their way through. A good specialist apologizes when they have erred or when there is a misconception. The specialist conveys confidence by displaying that he or she is not scared to confess to an error and that he or she is fully assured and positive about the success of treatment (Shulman, 2009).
The objective of initiating is to assist your customer in taking concrete, tangible, significant, and genuine action to take care of their issue. This is done by assisting your customer determine their objective, recognize a course of genuine actions to get there, exercise the actions, and provide benefits for achievements. As formerly mentioned, the specialist helps his/her customer by echoing and offering additional understanding as appropriate. While some customers may respond better to a more directive counseling strategy, some may show a bad response to these counseling skills.
Behavior-based contingency management techniques can be used alongside the essential techniques mentioned formerly. Furthermore, these features and skills are among the most effective techniques in guidance. For example, in motivational improvement treatment, the consultant requires a well-mannered, reflective hearing strategy, developing a therapeutic partnership, watching the consumer as the agent of change who eventually takes action to restore. In the prevention of relapse, customers are assisted to understand the triggers and circumstances that come before their problems, create coping abilities and systems, are reinforced while they exercise in the real world, and benefit from effectiveness. No matter which specific strategy, is used in counseling, the assisting skills described in this review should be at the base (Shulman, 2009).
From a counseling viewpoint, attending has more to do with paying attention to, getting in touch with, and knowing your customers' exclusive viewpoints, objectives, preparedness to change, and individual principles, in contrast to yours or your program's. At the same time, it includes the consumers in dealing with their own problems. Appropriate practice is characterized by constant attention to the customer so that mishaps can be identified during the process of counseling. One way of doing this is by effectively organizing the counseling environment (Shulman, 2009). Chapters 5&6 suggest that your office should not be your private haven where you show a lot of individual items, but rather a counseling atmosphere. Designs should indicate your dedication to assisting people. The furnishings in team counseling rooms should be organized so all can see each other's face without having to turn around, lean irritatingly, or limit another person's view.
Regard your customer's personal space by staying 3-4 feet from your customer. Directly facing your customer along with the following has been discovered to be effective: