Session 3: Generalist macro practice, social change, roles, & levels of intervention

UTA SSW, SOCW 5306: Generalist Macro Practice

Professor Dick SchoechCopyright 2005

Suggest printing slides for class using: Print | Handouts | 3 slides per page | grayscale options

UTA SSW Generalist Perspective

Accountability, e.g., Evidence based Ethical practice Self-awareness (Sense of self and values) Contingency based analysis Ecological systems, (Person-in-environment) Holistic, multi-level assessment: micro-macro Flexible/eclectic use of

theories/techniques/roles Generic change process

Overview

Basic Concepts Generalist Practice Change process (Macro perspective)

Successful change Roles of macro social workers Levels of Intervention of social workers Conclusion

Basic Concepts: Change Participants

Change agent: Person(s) carrying out the change Client or target system: The person(s) benefiting

from the change Action system: All those involved in the change

process Stakeholders: Key players in the change process

Basic Concepts: Levels of Intervention

Micro level intervention targets IndividualFamilyGroup

Macro level intervention targetsOrganization (agency, program) Community (SMSA, city, neighborhood)Society (global, national, regional, state)

(policy level)

Roles of Social Workers

Generalist community roles Advocate, broker, trainer Planner, designer, analyst, manager, evaluator Organizer, mobilizer, negotiator/mediator Developer, collaborator, integrator, coordinator

Generalist administration roles Leader, visionary, director, representor Manager, designer, controller Supervisor, guide, mentor, troubleshooter

Generic Change Process – Macro

Perspective

Change Theory

Change of any client, from individual to community, follows a similar process 3 step process=unfreeze, change, refreeze 8 step generic social work change process

Completing and documenting all change steps increases chance for success

Many strategies, skills, and tools are needed along the way

Implementing change is usually not intuitive but learned

Change Process1. Engagement/sensing/establishing relationships

2. Clarifying overall direction & agreements

3. Assessment

4. Prioritizing needs and capacities

5. Intervention planning of options

6. Implementation and goal attainment

7. Feedback, monitoring, and evaluation

8. Disengagement, termination, follow-up

1. Engagement/sensing, establishing relationships Tasks

Listen Identify key players (stakeholders) Explore the condition/situation Create the urgency for change Establish momentum to move forward Explore the politics of the situation

2. Clarifying Overall Direction & establishing agreements tasks

Clarifying expectations Clarify intentions Agree on vision you, client, stakeholders

have for the intervention Develop principles to guide intervention Uniting people because assessment can be

divisive

3. Assessment Tasks

Researching the condition/problem Understanding target system (client-community)

with the condition (demographics) Establishing existing service systems Determining needs\opportunities Determining capacities\resources Determining barriers that block change Assessment contains a logical flow of

information from data to need/capacities

4. Prioritizing Needs & Strengths Tasks

Synthesizing all sources of data and assessment findings to determine priority client needs

Summarizing the major client capacities on which to design and build the intervention

5. Intervention Planning Tasks

Developing intervention (treatment) plan for priority needs while building on capacities. The plan consists of solution options and supporting evidence, typically presented in the format of:

Goals — provides overall direction for intervention

Outcome objectives—specifies intervention results

Process objectives — specifies what will be done to get results

Recommendations --- suggestions on moving forward

6. Implementation Tasks

Work to attain intervention objectivesAction has the following components: Political (considers people & values) Technical (uses proven tools & techniques) Rational (consistent, logical, defensible)

7. Feedback, monitoring & Evaluation

Feedback: Continuous quality improvement

mechanisms

Monitoring: Tracking progress on actions to see

that they are carried out as specified in the

process objectives (case management)

Evaluation: Analysis of change in client

outcomes using baseline data and measures in

the outcomes objectives

8. Disengagement, Termination, Follow-up tasks

Insure client is ready to end intervention Insure client can continue without help Insure client’s environment supports and

reinforces change Insure natural structures exist to provide

support if change is threatened Follow up periodically to see results and if

additional intervention, encouragement needed

Change more successful if (1 of 3)

One formally goes through more of the 8 stages

A powerful, guiding coalition has top level support

A change vision is created and communicated

Those impacted are involved (clients know needs but not solution)

Those impacted feel ownership (it is their change)

Resistance assumed & tackled when first appears

The process empowers everyone rather than gives power to some

Change more successful if: (2 of 3)

Continuous improvement methods are employed

Trial balloons/hypothetical speculation are used

Someone is responsible to push the change

Change is modular & modules are independent

Change supporters are rewarded (beh mod)

Those who oppose the change are given face saving options (win/win)

Change more successful if: (3 of 3)

Change consistent with values of those impacted The change and change process is documented

Get it in writing and develop a formal plan Two way communication channels are open

No surprises or hidden agendas

Change is formalized in policies, procedures & training

Natural systems are available to support and reinforce the change (strengths perspective)

Coping with change

Coping is similar for micro and macro levels, for example, stages for coping with loss of loved one are:

Denial and isolation/withdrawal Anger Bargaining Depression Acceptance Hope and acceptance

Tasks in your committee

1b. Identify Stakeholders involved

Coalitions gain credibility, trust

Involve those experiencing condition so understand

problem

Listening to problems, values, etc., (felt need)

Observing the condition

Identifying leaders (select roles of leaders)

Discovering the politics, history, values of condition

2. Develop vision & guiding principles

Documents agreements about future Unite people around values Focuses on outcomes, not players or process Publicizes based on values Avoids divisive talk about solutions Tell how condition could be for publicity purposes Begin with the phrase “We envision” “We believe” Brainstorm/NGT work well

2a : Vision statement–2 parts

1. What people will be like when change completed

Example: We envision a community where violence is a rare and unusual occurrence.

2. What system like once change completed

Example: We envision a service delivery system that unites to helps the community prevent and treat violence by any of its citizens, no matter what age. (see course pack)

2b: Guiding Principles

Help guide the intervention strategy Contain philosophy, values, beliefs,

assumptions (course pack) Can not be proven or disproven Begin with “We believe…..”

Ex: We believe that communities can make violence a rare occurrence if they work hard.

Brainstorming (a sensing technique)

Assign recorder Assign time limit Agree on rules

All ideas have valueClarify & judge later

Free & creative expression of ideas Organize and sort through ideas

Nominal group technique (a sensing technique)

Silent generation of ideas on topic Round robin listing of one idea – others listen Discuss all items Preliminary voting on ideas & recording vote Discussion of voting Final voting

3. Divides condition into subparts Makes condition more manageable, e.g., a

subcommittee works on each part.A step that influences the outcome

Health = hospital, nursing home, rehab, clinics, etc. Vs.

Health = Prevention, treatment, rehabilitation §

Conclusion Generalist macro practice is based in

professional knowledge, skills, and values, not personal values or common sense

The micro and macro change process is the same

Macro and micro practice draw upon the same base of knowledge, skills, and values

All involved (client, practitioner, significant others) have a role to play in the change process

Questions and discussion

Links

http://www.preventiondss.org/