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