1. Session 3: Practice III, social change, roles, & levels of intervention UTA SSW, Generalist Macro Practice Professor Dick Schoech Copyright Suggest printing slides for class using: Print | Handouts | 3 slides per page | grayscale options

2. Overview Basic Concepts Generalist Practice (text=excellent) Change process (Macro perspective)  Successful change Roles of macro social workers (text=good) Levels of Intervention of social workers Conclusion

3. 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

4. Basic Concepts: Levels of Intervention Micro level intervention targets  Individual  Family  Group Macro level intervention targets  Organization (agency, program)  Community (SMSA, city, neighborhood)  Society (global, national, regional, state) (policy level)

5. 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

6. Generic Change Process – Macro Perspective

7. Change Process 1. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 6. Implementation Tasks Work to attain intervention objectives Action has the following components: Political (considers people & values) Technical (uses proven tools & techniques) Rational (consistent, logical, defensible)

14. 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

15. 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

16. Additional Comments on Change Successful change Reactions to change True change process

17. 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

18. 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)

19. 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)

20. Reactions to change Reactions to change are similar for micro and macro levels, for example, stages for coping with loss of a loved one are: Denial and isolation/withdrawal Anger Bargaining Depression Acceptance Hope and acceptance

21. Tasks in your committee for next few weeks

22. 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

23. 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

24. 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 c ourse pack )

25. 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.

26. Assessment Divide condition into parts so more manageable, e.g., a subcommittee works on each part.  How you divide influences the outcome Health = hospital, nursing home, rehab, clinics, etc. Vs. Health = Prevention, treatment, rehabilitation §

27. Change Decision Making Techniques Brainstorming Nominal Group Technique

28. Brainstorming (a sensing technique) Assign recorder Assign time limit Agree on rules  All ideas have value  Clarify & judge later Free & creative expression of ideas Organize and sort through ideas Strengths & weaknesses of technique?

29. 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 Strengths & weaknesses of technique?

30. 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

31. Links Guide for substance abuse prevention planning http://www.preventiondss.org/ http://www.preventiondss.org/