The clinician's guide to consulting : achieving performance change, desired outcomes, and staff acceptance /

"Clinicians who work with human service agencies often function in a consulting capacity with agency staff. Some clinicians work independently, and many others are employed within an agency. This book describes how clinicians can effectively change staff performance in the human services to pro...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Reid, Dennis H. (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Springfield, Illinois : Charles C Thomas, Publisher, Ltd., [2020]
Temas:
Social service consultants.
Social work administration.
Human services > Management.
Consultants en service social.
Service social > Gestion.
Services sociaux > Administration.
Human services > Management
Social service consultants
Social work administration
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Intro
  • THE CLINICIAN'S GUIDE TO CONSULTING
  • PREFACE
  • ACKNOWLEDGMENTS
  • CONTENTS
  • THE CLINICIAN'S GUIDE TO CONSULTING
  • Section I INTRODUCTION TO THE CLINICIAN'S GUIDE TO CONSULTING
  • Chapter 1 ACHIEVING PERFORMANCE CHANGE AND STAFF ACCEPTANCE: THE ESSENCE OF SUCCESSFUL CONSULTING BY A CLINICIAN
  • THE CHALLENGE OF CONSULTING FOR CLINICIANS
  • THE IMPORTANCE OF STAFF ACCEPTANCE
  • PURPOSE OF THE CLINICIAN'S GUIDE TO CONSULTING
  • INTENDED AUDIENCE
  • ORGANIZATION OF CHAPTER CONTENTS
  • SOME CONTENT QUALIFICATIONS
  • Consulting with Agencies Serving People with Intellectual and Developmental Disabilities
  • The Business Side of Consulting
  • Clinical Knowledge and Skills of Consulting Clinicians
  • An Exception to The Challenge of Consulting
  • Reference to Clinicians as Consultants
  • CHAPTER SUMMARY: KEY POINTS
  • Chapter 2 AN OUTCOME MANAGEMENT APPROACH TO CONSULTING
  • STEPS OF THE OUTCOME MANAGEMENT CONSULTING PROTOCOL
  • Identify Desired Consulting Outcomes
  • Specify Target Staff Performance
  • Train Target Work Skills to Staff
  • Monitor Target Staff Performance
  • Support Proficient Staff Performance
  • Correct Nonproficient Staff Performance
  • SOME CONCERNS WITH USING THE OUTCOME MANAGEMENT PROTOCOL WHEN CONSULTING
  • CHAPTER SUMMARY: KEY POINTS
  • Chapter 3 UNDERLYING CONSIDERATIONS FOR CONSULTING SUCCESS
  • A CONSULTANT'S CONSUMER GROUPS
  • Consumer Group 1: People with Disabilities (Agency Clients)
  • Consumer Group 2: Agency Staff
  • Consumer Group 3: Agency Executives
  • PROVIDING POSITIVE FEEDBACK: A POWERFUL AND MULTI-PURPOSE CONSULTING STRATEGY
  • Providing Positive Feedback to Affect Staff Performance
  • Providing Positive Feedback to Promote Staff Acceptance
  • ACHIEVE SOME QUICK, INITIAL SUCCESS
  • MINIMIZE STAFF TIME AND EFFORT
  • MINIMIZE TECHNICAL JARGON
  • MINIMIZE "BIBLIOTHERAPY"
  • ALWAYS COLLECT DATA
  • Collect Data to Assess What Needs to be Accomplished
  • Collect Data to Help Operationalize Behavior of Concern
  • Collect Data for "Protection" Purposes
  • BE AWARE OF ETHICAL STANDARDS AND ADHERE TO THEM
  • Maintain Standards of Confidentiality
  • Avoid Dual Relationships
  • Maintain Appropriate Boundaries of Practice
  • CHAPTER SUMMARY: KEY POINTS
  • Section II SPECIFIC CONSULTING STRATEGIES FOR PROMOTING PERFORMANCE CHANGE AND STAFF ACCEPTANCE
  • Chapter 4 SPECIFYING CONSULTING OUTCOMES AND STAFF PERFORMANCE EXPECTATIONS
  • IDENTIFYING AND SPECIFYING DESIRED OUTCOMES OF CONSULTING
  • Outcomes Pertaining to Specific Improvement in Client Welfare
  • Outcomes Pertaining to Conducting Staff Training Workshops
  • Outcomes Pertaining to Agency Systems Improvement
  • IDENTIFYING AND SPECIFYING PERFORMANCE EXPECTATIONS
  • Determining Staff Performance Expectations That Pertain Directly To Client Welfare Enhancement

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