keeping the door open: strategies for moving people who are homeless to employment joyce grangent...
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Keeping the Door Open: Strategies for Moving
People Who Are Homeless to Employment
Joyce GrangentProgram Officer
Corporation for Supportive HousingJune 30, 2005www.csh.org
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The Professional Support Person
– Duties and responsibilities
– Product oriented– Caring (We hope!)
The Homeless (Formerly Homeless) Person
– Multitude of losses– Depth of mostly
negative feelings– Unique and
uniquely acquired strengths
A Clash of Agendas
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Don’t create more losses Understand the feelings Uncover and build on strengths Using strategies and techniques
– Harm Reduction– Stages of Change– Motivational Interviewing– Reflective Listening
Resolving the Clash
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There are many different harm reduction strategies and plans.
Drug use is usually a coping mechanism for larger issues.
Quality of life and well-being measure success not drug use reduction.
The individual in collaboration with the service provider sets his or her own goals.
Guiding Principles
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Person-Centered Counseling Strategies
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“…A client-centered approach to working with people ‘where they are’ rather than ‘where they should be’ as dictated by treatment
providers.”
G. Alan Marlatt, Ph.D.
Harm Reduction
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The user’s decision to use drugs is accepted as a fact.
The user is treated with dignity as a normal human being.
Harm reduction is neutral regarding long-term intervention goals.
Three Principles of Harm Reduction
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“When given a choice between changing and proving that it is not necessary, most people
get busy with the proof”
John Galbraith
Enhancing Motivation for Change
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Pre-Contemplation: Who, me? Contemplation: I can handle it. Preparation: I have a goal. Action: I am doing this. Maintenance: Hey, it works! Lapse (Relapse): Here’s what worked.
The Stages of Change
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“Habit is habit and not to be flung out the
window by anyone, but coaxed downstairs,
a step at a time.”
Mark Twain
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“A client-centered, directive intervention
focused on resolving ambivalence in the
direction of change.”
Miller and Rollnick, 1991
What is Motivational Interviewing?
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Goals – Increase client’s internal motivation to change– Increase hope that change is possible
Style– Non-authoritarian and client has final
responsibility for change Strategies
– More supportive and emphasizes why to change, not how to change
What is Motivational Interviewing?
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Express empathy/understanding by using reflective listening
Develop discrepancy between client goals/values and their behavior
Avoid argument and direct confrontation Adjust to client resistance rather than directly
opposing it Support client ability and optimism
Principles of Motivational Interviewing
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OARS
– Open-ended questions
– Affirmations
– Reflective listening
– Summaries
Motivational Interventions
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“How can I help you?” “Would you tell me about ?” “How would you like things to be different?” “What are the positive things and what are the less good
things about ?” “What will you lose if you give up ?” “What have you tried before?” “What do you want to do next?”
Motivational Interventions
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Statements of recognition of client strengths
Builds confidence in ability to change
Must be genuine in your praise
Affirmations
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Reflect back what is heard to help build motivation-active selection
Clarifications by staff of what the client is saying to be sure that we hear and see is what our client meant
Has the potential to strengthen your relationship with your client
Reflective Listening
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Special form of reflective listening Ensures clear communication Use at transitions in conversations Be concise Reflect ambivalence or uncertainty Highlight “change talk” or self-motivational
statements
Summarizing
Job Development and Placement
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“Focus on what the person wants to do and can do now rather than determining
what he or she has to do to change to become ‘job ready’…”
Hoff, Gandolfo, Gold, Jordan. Demystifying Job Development.
Individualized Job Placement
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Help job seeker identify his or her personal needs and wishes around employment– Preferred job settings– Social needs– Supervision needs
Choosing: Planning to Increase Success
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Builds from the planning process of determining job seeker’s employment preferences
Work from an asset based approach Job seekers can be job developers for
themselves Fit skills and assets of the job seeker to the
right work environment
Getting: Job Development
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Plan supports ahead of time to head off problems after placement– Drug use triggers and how to deal with them– Plan for doctor’s appointments and medication
needs– Who will provide which supports-residence,
family, employer– Budgeting and money management-entitlements
Keeping: Post Placement Supports
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Discussion questions: Using the stages of change framework, identify
where you think Craig is right now. Depending on which stage he is in, how will his
status affect your working with him? Identify an employer that could match Craig’s
interests and skills.
Job Placement Case Study: Craig
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Work at the tenant’s pace. Don’t jump ahead. Be a good listener, observer, and
communicator. Have realistic expectations. Don’t make assumptions or judgments about
the tenant. Be consistent and reliable.
Keep the Door OpenEngage Your Tenant
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Explore and identify individual’s skills and strengths
Evaluate drug or alcohol use issues in relation to skills, strengths, needs, and problems
Celebrate the smallest success Stay “up” when your client is “down”
Keep the Door OpenFocus on Strengths
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Our Mission
CSH helps communities create permanent housing with services to prevent and end homelessness.