An introduction to human services : policy and practice / Betty Reid Mandell, Barbara Schram.

Format:

Book

Author/Creator:

Mandell, Betty Reid.

Contributor:

Schram, Barbara, 1934-

Allan and Philip Carlson Memorial Fund.

Language:

English

Subjects (All):

Social service.

Social case work.

Physical Description:

xx, 619 pages : illustrations ; 24 cm

Edition:

Fifth edition.

Place of Publication:

Boston : Allyn and Bacon, [2003]

Summary:

Known for its engaging style and for the many current examples of human service practitioners at work, An Introduction to Human Services is one of the leading books in the introductory human services market. The book provides complete and up-to-date coverage of social welfare programs and policies, and describes how history, politics, and the economy shape the programs. A strong multicultural and social systems approach also distinguishes it from other books. An Introduction to Human Services offers a historical context of the field of human services, insights into the overall social welfare field, and concrete descriptions of how primary intervention strategies are put into daily practice in human service agencies. It also provides a well-rounded look at the many options offered in the field of human services and discusses the stresses that a human service worker will face in day-to-day work, with practical suggestions for avoiding burnout.

Contents:

Section 1 The Context of Human Service Work

Chapter 1 What Are Human Services? What Do Human Service Workers Do? 1

Human Service Networks 2

Helpers Have Varied Backgrounds and Job Titles 8

Helpers Have Different Agency Affiliations and Orientations 10

Finding the Appropriate Human Services Program 13

Barriers That Prevent People from Getting Help 15

A Paradox 21

Choosing Our Work Role 22

Our Attributes 23

Our Lifestyles 23

Our Personal Ideologies 24

Agencies in the Local Community 24

Interview with Stephanie Lake, Program Coordinator, Drug and Alcohol Education Project 25

Chapter 2 The Changing Nature of the Helping Process 29

Society Shapes Helping Behavior 31

Helping in Western Culture 31

Change as a Cyclical Path 32

Blaming the Victim versus Blaming the Social System 34

Means-Tested versus Universal Programs 35

Programs to Provide Money 36

The War on Poverty 38

The Welfare Rights Movement 38

Culture of Poverty versus Opportunity Theory 39

Welfare Reform and Racism 44

The War against Women 45

Changes in the Economy 46

Cycles of Helping 50

Cycles in Welfare Reform 50

Cycles of Treatment of Mental Illness 53

Interview with Judi Chamberlin, Mental Patients' Liberation Front 57

Cycles in Juvenile Justice 62

Behavior Defined as a Social Problem 65

Defining Problems 66

The Drug Scare 66

How the Media Demonize People 67

AIDS 68

Welfare 69

Preventive Health Care 71

The History of Human Service Work 72

The COSs and the Settlement House Movement 73

Social Work Schools 76

Current Trends in Social Work 77

The Roots of the Human Service Field 77

New Disciplines 79

Declassification and Deprofessionalization 80

Breaking Down Boundaries 80

Chapter 3 Strategies of Intervention 83

The Concept of Multicausality 85

The Strategies of Intervention 94

Interview with Ruth Bork, Coordinator, Disabilities Resource Center 95

Direct-Service Strategies 98

Caregiving 98

Case Managing/Counseling 98

Teaching/Training/Coaching and Behavior Changing 99

Direct-Service and Systems-Change Strategies 99

Group Facilitating 99

Outreaching 100

Mobilizing and Advocating 100

Consulting and Assisting a Specialist 101

Systems-Change Strategies 101

Planning 101

Administering 102

Collecting and Managing Data 102

Evaluating/Researching 102

Activities and Tasks Used to Implement Each Strategy 103

Gathering Data 103

Storing and Sharing Information 105

Negotiating Contracts and Assessing Problems 105

Building Relationships 105

Designing and Implementing Action Plans 105

Monitoring and Evaluating Our Work 106

Putting Together the Interventions and the Activities 107

Chapter 4 Attitudes/Values, Skills, and Knowledge 111

The Professional Helping Relationship 113

The Structure of the Professional Helping Relationship 114

The Content of the Professional Helping Relationship 116

The Pyramid Model 117

Attitudes and Values Form the Base of the Pyramid 118

Attitudes/Values, Skills, and Knowledge: An Overview 119

Interview with John Torrente, Outreach Counselor at Sanctuary House, a Shelter for Teenagers 121

Attitudes and Values of the Human Service Worker 125

Patience 125

Empathy 126

Self-Awareness 129

Capacity to Deal with Ambiguity and Take Risks 130

Capacity to Ask for Help and Offer Feedback 131

Belief in the Capacity to Change 132

Open-Mindedness, Skepticism, and Rejection of Stereotypes 133

Humor and a Light Touch 134

Skills of the Human Service Worker 134

Data Gathering 134

Information Storing and Sharing 137

Relationship Building 138

Negotiating Contracts and Assessing Problems 138

Constructing Action Plans 139

Implementing Action Plans 139

Monitoring and Evaluating 140

Basic Knowledge of the Human Service Worker 140

Human Growth and Development 140

Abnormal Growth and Development 140

Impact of Society and Culture on Behavior 141

The Dynamics of Groups and Organizations 141

Social and Political Forces That Affect Helping 141

Social Problems, Populations, and Resources 142

Research and Evaluation 142

Chapter 5 Values and Ethical Dilemmas 145

Can Workers Be Completely Unbiased? 147

Interview with Florence Miller, Advocate at WINGS, an Agency That Helps Women Who Are Addicted 148

Dilemmas Surrounding the Value of Self-Determination 150

Self-Determination and Child Abuse 152

Self-Determination When Treatment Is Mandated 156

Self-Determination Is Undermined When Clients Are Manipulated 158

Some Current Ethical Conflicts 158

Conflicts Surrounding AIDS 158

Conflicts Surrounding the Right to Die 159

Conflicts Surrounding Reproductive Choice 161

Conflicting Views on the Nature of Human Nature 169

The Belief That People Need to Be Civilized 170

The Belief That People Are Basically Rational 170

The Belief That People Are Corrupted by Society 171

The Belief That People Need to Be Connected to Each Other 171

Conflicts Caused by Bureaucratic Demands 171

Guidelines for Dealing with Conflicts in a Bureaucracy 173

The Client as Our Employer 173

Social Class Differences between Workers and Clients 175

Conflicts Due to the Variation in National Values in the United States 175

Age and Aging 176

Sexual Orientation 177

Interview with Buffy Dunker, Self-Employed Activist and Therapist 177

Impact of the AIDS Epidemic on Homosexual Men 180

Finding Your Way through the Maze of Ethical Conflicts 181

Chapter 6 The Social Welfare System 183

Surveying the Current Scene 184

The Social Welfare System 185

Surprising Facts 186

Social Security 187

Aid to Families with Dependent Children/Temporary Assistance to Needy Families 189

Charitable Choice 198

The Effects of Welfare Reform 201

Supplemental Security Income 212

General Assistance 214

Food Stamps 214

Special Supplemental Food Program for Women, Infants, and Children 216

School Breakfast and Lunch Programs 217

Medical Aid Programs 218

Unemployment Insurance 223

Earned Income Tax Credit 223

Personal Social Services 224

Vital-Service Delivery Programs 225

Services for Pregnant and Parenting Teens 227

Mental Health Services 228

Medical Social Work 229

Services for the Disabled 230

Where the Money Comes From 232

Private Enterprise and Social Welfare Programs 233

Interview with Suzanne Dennehy, Hospital Worker's Union Intern 236

Playing with Statistics: The Poverty Game 236

The Loss of Housing 240

The Homeless 241

Responses to Homelessness 244

Our Vision 246

Section 2 Implementing Human Service Interventions

Chapter 7 Working with Diversity 250

An Overview of the Struggle for Equality 252

Impact of Prejudice on Self-Esteem 256

Understanding Ethnicity 257

The Definition of Culture 258

Melting Pot versus Salad Bowl Theory of Culture 259

Bicultural Theory 259

The Difference between "Minority Group" and "Ethnic Group" 259

Learning about Ethnic Groups 262

Oppression and Exclusion 264

Media Stereotypes 264

The Process of Acculturation 265

Ethnicity, Social Class, and Gender 266

Interview with Oly Reid and Inez Figueroa, Counselors at a Battered Women's Shelter 267

Ethnic Identity 268

Patriarchy 269

The Power of Names 270

Discrimination Hurts Everybody 272

Reparations for Slavery 274

Institutional Racism 274

Anti-Semitism 280

Affirmative Action 280

Immigrants 283

Guidelines for Ethnic-Sensitive Human Service Work 294

Working with Women 301

The Women's Movement and New Social Services 302

Understanding New Theories about Women 304

How Feminist Theory Influences Our Practice 304

A Gender Analysis of Child Welfare 305

Working with Gays and Lesbians 306

Working with Disabled People 307

New Definition of Disability Influences Our Practice 307

Chapter 8 Interviewing 312

Characteristics of an Interview 314

Purposeful Communication 315

Focus and Structure 315

Skill and Awareness 317

Awareness of Attitudes and Values 324

Core Values of the Interviewer 329

Interview with Chuck Snow and Elaine Saunders, Commission for the Blind 333

Structure of an Interview 336

Stage 1 Opening the Interview and Building Rapport 336

Stage 2 Exploring the Issues 340

Stage 3 Closing 349

Recording 350

Recording and Privacy 351

Kinds of Recording 352

Chapter 9 Case Management/Counseling 355

All Problems Are Serious Yet Ordinary 358

Interview with Carmen Mejia, Family Resource Worker, Coordinated Approach to Partnership in Parenting (CAPP) 359

Carmen Mejia as Case Manager/Counselor for Youthful Offenders 361

Carmen Mejia as Case Manager/Counselor for the Elderly 363

Goals of the Case Manager/Counselor 363

Releasing or Changing a Negative Emotional State 364

Understanding of Self and Situation 365

Making Decisions 366

Implementing Decisions 366

The Process of Case Management/Counseling 367

Getting Prepared for the Client and the Problem 367

Reading and Evaluating Referral Materials 370

Methods of Collecting Additional Data about a Case 372

Building Supportive Relationships 374

Negotiating and Refining the Working Contract 376

Deciding on Problems and Priorities 378

Creating the Action Plan 379

Implementing the Action Plan 381

Evaluating the Work and Deciding on the Next Step 384

Crisis Intervention 385

Defining a Crisis 385

Helping the Person in Crisis 387

Crisis Intervention Summary 388

Case Management/Counseling in the Era of Managed Health Care 389

Recent Developments in Health Care Delivery 390

The Rise of For-Profit Managed Health Care 392

Some Problems with the Expansion of the Health Care Industry 392

Employee Assistance Programs (EAPs) 393

Implications for Human Service Workers 394

What Can the Individual Human Service Worker Do to Improve Health Care Delivery? 395

Chapter 10 Facilitating Groups 398

Workers as Group Members 399

Group Leadership Roles Have Been Increasing 400

Example of a Human Service Worker in a Community Residence 403

Establishing and Facilitating a Group: Ten Key Questions 405

What Positives and Negatives Should the Group Anticipate? 406

What Phases or Cycles Is the Group Likely to Go Through? 407

Why Is This Group Needed? What Is its Central Purpose? 411

What Activities Will Help This Group Accomplish Its Purpose? 416

Who Should Be Included in the Group? 418

What Structure Does This Group Need? 420

What Kind of Leadership Does This Group Need? 420

What Kind of Environment Will This Group Need? 423

What Kind of Interaction Will the Members Have with the Leader and with Each Other? 424

In What Ways Can We Keep Evaluating How Well the Group Is Doing? 426

Chapter 11 Program Planning 431

Basic Tools of the Planning Process 434

Pencil and Paper and a Word Processor 435

Computer, E-Mail, and Planning Software 436

Directories, Schedules, and Other Resource Materials 436

Calendar/Memo Book and Clock 438

Large Sheets of Newsprint, a Chalkboard, and Markers 439

Clearly Focused Questions 439

Interview with Raquel Rosenblatt, Program Coordinator, Fenway Project 441

Phases and Steps in the Planning Process 442

Phase 1 Troubleshooting 443

Phase 2 Magnifying 452

Phase 3 Microscoping 459

Chapter 12 Organizing and Changing Systems 470

Getting to the Source of the Problem 471

A Parable 471

Stopping Problems at Their Source 472

What Can One Worker Do? 473

Checking on the Mental Health Quotient (MHQ) of a System 473

Attitudes Toward Systems-Change Interventions 475

Interview with Sara Wong, Staff Worker, Riverside Tenants Organizing Council 476

Dilemmas of the Change Agent 478

Workers Must Choose Sides 478

Workers Must Choose among Competing Values 479

Workers Must Overcome Resistance to Change with No Guarantee of Reward 479

Workers Lack Models 480

Changes Are Generated from the Top Down and from the Bottom Up 480

Guarding Change 482

The Targets of Change 483

Methods of Organizing and Changing Systems 484

Educating to Create Change 485

Persuading to Create Change 485

Pressuring to Create Change 486

Choosing Which Method to Use and Who Should Lead the Struggle 486

Learning about the History of the Problem and the System 488

Locating the Sources of Power and Potential for Change 489

Getting to Know the Resources of the Community 491

Planning and Implementing a Change Effort 494

Reaching Out to the Public 494

Decision Making and Participation 498

Changing the Rules, Regulations, and Power Arrangements of a System 501

Rewards of Social Change Interventions 504

Section 3 Thriving and Surviving in This Field

Chapter 13 Understanding Legal Issues 507

Legal Issues That Can Confront a Worker 509

Variations in the Law 511

The Law as Resource 511

Street-Level Bureaucracy 511

Regulations: Bureaucratic Interpretations of Law 512

Learning the Regulations 515

The Law as Restriction 515

Laws Every Worker Needs to Know 516

Confidentiality 516

Privileged Communication 517

Privacy 522

Due Process 527

Helping Clients Get Their Legal Rights 529

Strategies 531

Some Current Legal Issues 533

Interview with Donald Boucher, Mental Health Worker 533

Right to Adequate Treatment 534

Right to Treatment in the Least Restrictive Setting 535

Right to Refuse Treatment 536

The Importance of Written Plans 536

Chapter 14 Staying Current and Avoiding Burnout 538

Why Stay in the Field? 540

Burnout 541

Symptoms of Burnout 541

Causes of Burnout 542

Psychological Conflicts 542

Conflicting Social Values 543

Interview with John Templeton, Welfare Worker and Union President 543

The Bind of the Double Message 545

Increased Bureaucratization 546

Low Salaries and Decreased Satisfaction 547

Insurance and Government Reimbursement 547

Time Pressures 548

Lack of Resources outside the Agency 549

Lack of Support from the Agency 550

Pressures Exerted by Clients 550

Stigma, Discrimination, and Status Ranking 552

Hazards of the Work 552

Some Reactions to Stressful Conditions 554

Total Capitulation 554

Total Noncapitulation 555

Niche Finding 556

Becoming a Victim Martyr 556

Withdrawal 557

Staying Alive

Positive Adjustments 558

Combating Stress 559

Problem Solving 559

Gaining Power through Knowledge 560

Getting Support 561

Formal and Informal Groups 564

Choosing Your Fights 568

Creative Ways of Working 569

Varying the Work 570

Sharing Ideas 570

Setting Limits on Self and Others 572

Conclusion: Why We Stay in This Field 572.

Notes:

Schram's name appeared first on earlier editions.

Includes bibliographical references (pages [583]-605) and index.

Local Notes:

Acquired for the Penn Libraries with assistance from the Allan and Philip Carlson Memorial Fund.

ISBN:

0205360041

OCLC:

49226300