Creating the Helping Environment

Office EnvironmentArrangement of Office

Personal Characteristics of Helper: Genuineness, Being Nondogmatic, Being Accepting (and See Other Characteristics from Chapter 1)

Nonverbal Behaviors: Posture, Tone of Voice, Eye Contact, Touch

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Counseling Techniques Listening Skills

Helps to Build Trust and Shows Understanding

Encourages the Client to Reflect on What He or She Has Said

Ensures That You Are on Track and Facilitates Gathering Information

Hindrances to Listening: Do Activity 4.1, p. 100

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Effective Listening Involves:1. Calm Yourself down2. Stop Talking and Don't Interrupt3. Show Interest4. Don't Jump to Conclusions or Ask Questions5. Actively Listen6. Concentrate on Feelings7. Concentrate on Content8. Maintain Appropriate Eye Contact9. Have an Open Body Posture10. Be Sensitive Personal Space

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Empathy: a Special Kind of ListeningRogers’ “To Perceive the Internal Frame of

Reference of Another as if One Were the Person, but Without Ever Losing the ‘as if’ Condition”

Carkhuff Scale Measures Empathy & Operationalizes Rogers’ Definition

The Carkhuff Scale1-----------2------------3-----------4----------5

1.5 2.5 3.5 4.5

Silence Gives Counselor and Client Opportunity to Formulate

ResponseSilence (Pause Time) Varies as a Function of Culture

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Encouragement, Affirmation, and Self-esteem Building

Helps Client Internalize Positive Feelings about Self

Encourages Client to Continue along His or Her Current Path

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Modeling

Can Model Subtly or Intentionally

Can Help Provide a New Set of Behaviors for the Client

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Self-Disclosure

May Facilitate Client Disclosure and Model Positive Behaviors

Rule of Thumb: If it Feels Good to Disclose, Don’t Do It--You’re Probably Satisfying Your Own Needs, Not THE HELPING Client

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

The Use of Questions

Open Vs. Closed Questions

Direct Vs. Indirect Questions

Use of “Why” Questions

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Giving Information, Advice, and Offering Alternatives

Offering Alternatives: Suggests May Be a Number of Ways to Tackle Problem

Information Giving: Offers the Client Valuable “Objective” Info

Advice Giving: Suggests Helper May Hold the Solution (Least Helpful Response)

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Confrontation: Support with Challenge

Giving Feedback Without Being Judgmental, Critical, or Aggressive

One Good Method: Higher‑level Empathic Response

Another Method: Suggesting Alternatives

Another Method: Pointing out Discrepancies (“You Say, But...”)

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Problem Solving and the Structure of the Interview

Stage 1: Opening the InterviewOffer Professional Disclosure StatementHave Client Give Informed Consent (e.g., Limits

of Confidentiality, Length of the Interview, Purpose of the Interview, Credentials, Limits of Relationship, Theoretical Orientation, Legal Concerns, Fees for Services, Agency Rules

Use Empathy and Listening Skills to Build Trust

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Stage 2: Information-Gathering Stage

Use of Questions May Be Helpful

Use Standard Questions

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Stage 3: Goal - Setting Stage

A Collaborative Process

Giving Information, Offering Suggestions, Using Mild Confrontation, or Offering Advice, Can Be Helpful in Setting Goals

Encouragement, Affirmation, and Self-esteem Building Is Important When Client Works Toward Accomplishing Goals

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Stage 4: Closure Stage

Determine If Client Reached Goals

Summarize

Say Good-byes

Follow-up

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Case Management (Overall Process in Maintaining the Optimal Functioning of Clients)

1. Treatment Planning2. Diagnosis Progress Toward Client Goals3. Monitoring Psychotropic Drugs4. Case Report Writing5. Managing & Documenting Contact Hrs.6. Monitoring, Evaluating, & Documenting7. Making Referrals8. Follow-Up9. Time Management

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Ethical and Professional Issues

Primary Obligation: Client, Agency, or Society?

Ethical Code: Primary Responsibility is to the Client, However:

All of Us Must Acknowledge Legal and Moral Responsibility Toward Others

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Confidentiality of Case NotesExceptions to Confidentiality

If an Employer Requests Information From a Helper Concerning a Client

If a Helper Shares Client Information With a Supervisor

If the Court Subpoenas a Helper’s RecordsIf a Client Gives Permission, IN WRITING, to

Share Information With Others

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Security of Case Notes

Written Records Need to be Kept in Secure Places

Locked File Cabinets

Nonaccessible Computer Disks

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

Access to Case Notes

Be Aware of Any Specific Local or State LawsClients Probably Have a Right to View Their

RecordsParents Probably Have the Right to View Records

of Their ChildrenFreedom of Information Act of 1966Buckley Amendment of 1974

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT

The Developmentally Mature Human Service Professional: Looking for Feedback from Others

Open to Hearing Feedback about Effectiveness of Helping Skills

Willing to Try New Approaches

Willing to Seek out Supervision and Consultation from Experts

CHAPTER 4THE HELPING INTERVIEW: SKILLS, PROCESS AND CASE MANAGEMENT