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Fundamentals of Case Management Practice Exercises and Readings

by: Summers, Nancy

Fundamentals of Case Management Practice Exercises and Readings

by: Summers, Nancy

ISBN 13:
9780534355944
ISBN 10:
0534355943
Edition: 1st
Format: Paperback
Copyright: 09/05/2000
Publisher: Brooks Cole
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Summary

This practical, "how-to" workbook is designed to prepare students to walk away from the classroom into a social service setting and be able to function competently in the most basic skills, decisions, and discussions. Nancy Summers presents a step-by-step case management procedure that takes students from intake to termination by providing clear directions for each step in the process, practical "how to" tips, and using practice scenarios taken from real case management situations. The workbook includes actual agency forms providing students with the opportunity to practice using forms similar to those they will use in agencies.

Preface

xiii

Section One Foundations for Best Practice in Case Management

(70)

Ethics and Other Professional Responsibilities for Human Service Workers

(43)

Introduction

(1)

Dual Relationships

(4)

Sexual or Romantic Relationships

(2)

Value Conflicts

(1)

Avoiding Value Conflicts

(1)

Clients' Rights

(6)

Informed Consent

(1)

Confidentiality

(2)

Privacy

(1)

Accessing the File

(1)

Self-Determination

(1)

Privileged Communication

(1)

When You Can Give Information

(2)

The Intention to Harm Another

(1)

Mandated Reporting

(1)

Diagnostic Labeling

(1)

Involuntary Commitment

(1)

Ethical Responsibility

(1)

Burdening the Client with Your Problems

(1)

Meeting Your Needs

(1)

Insisting on Your Solutions

(1)

Exploiting Dependency

(1)

Competence

(1)

Professional Responsibility

(1)

Summary

(1)

Ethics Exercise

(2)

Ethically, What Went Wrong?

(3)

Ethical Standards of Human Service Professionals

(4)

Preamble

(1)

The Human Service Professional's Responsibility to Clients

(1)

The Human Service Professional's Responsibility to the Community and Society

(1)

The Human Service Professional's Responsibility to Colleagues

(1)

The Human Service Professional's Responsibility to the Profession

(1)

The Human Service Professional's Responsibility to Employers

(1)

The Human Service Professional's Responsibility to Self

(1)

NASW Code of Ethics

(17)

Overview

(1)

Preamble

(1)

Purpose of the NASW Code of Ethics

(1)

Ethical Principles

(2)

Ethical Standards

(13)

Case Management: Definition and Responsibilities

(13)

Introduction

(1)

Why Case Management?

(1)

What Is an Individualized Plan?

(1)

Assessment

(1)

Planning

(2)

Formal Agencies

(1)

Generic Resources

(1)

Informal Resources and Folk Support Systems

(1)

Continued Planning

(1)

Linking

(1)

Monitoring

(1)

Skills You Need to Know to Do Case Management

(1)

Some Useful Guidelines

(1)

Skills You Need to Be an Effective Case Manager

(1)

Levels of Case Management

(1)

Administrative Case Management

(1)

Resource Coordination

(1)

Intensive Case Management

(1)

Separating Case Management from Therapy

(1)

Exercises in Case Management

(4)

Applying the Ecological Model: A Theoretical Foundation for Human Services

(12)

Introduction

(1)

Seeking a Balanced View of the Client

(2)

The Three Levels

(1)

Looking at What the Person Brings

(1)

Looking at What the Context Brings

(1)

Developmental Transitions

(1)

Developing the Interventions

(1)

Larger Interventions

(1)

Looking at Florence's Problem on Three Levels

(1)

Designing Three Levels of Intervention

(4)

Section Two Useful Clarifications and Attitudes

(50)

Cultural Competence

(19)

Introduction

(1)

Culture and Communication

(1)

Your Ethical Responsibility

(1)

When You Are Not Sure

(1)

Where Are the Differences?

(1)

Cultures

(1)

Subcultures

(1)

Race and Ethnic Group

(1)

How We Develop a We-Versus-Them Attitude

(1)

Strangers

(2)

Anxiety and Uncertainty

(1)

Thoughtless Versus Thoughtful Communication

(3)

Recognizing Our Tendency to Categorize

(1)

Looking for Exceptions

(1)

Checking Our Attributions

(1)

Evaluating Scripts

(1)

Checking Perceptions

(1)

Allowing Differences

(1)

Dimensions of Culture

(5)

Individualistic and Collectivistic Cultures

(1)

How Individualistic and Collectivistic Cultures Differ

(5)

Obstacles to Understanding

(2)

Stereotypes

(1)

Ethnocentrism

(1)

Prejudice

(1)

Conflict

(1)

Changing Attitudes

(1)

Competence

(1)

Testing Your Cultural Competence

(4)

Examining Attitudes and Perceptions

(16)

Introduction

(1)

Basic Helping Attitudes

(4)

Warmth

(1)

Genuineness

(1)

Empathy

(1)

Minor Problems

(1)

Major Problems

(1)

On Being Judgmental

(1)

Discouragement

(1)

Ways to Motivate and Encourage

(2)

Begin Where the Client Is

(1)

See the Client's Strengths

(1)

Accurately Assess the Client's Reluctance

(1)

Collaborate

(1)

Appreciate Every Effort

(1)

Never Lose Sight of Potential

(1)

Encouragement Rules

(1)

How Clients Are Discouraged

(3)

Demonstrating Warmth, Genuineness, and Empathy

102

(4)

Vignette #1

103

(1)

Vignette #2

104

(1)

Vignette #3

104

(1)

Vignette #4

105

(1)

Recognizing the Difference: Encouragement or Discouragement

106

(2)

Seeing Yourself as a Separate Person

108

(5)

Introduction

108

(1)

Seeing Yourself and the Client as Completely Separate Individuals

108

(1)

The Client Reminds You of You

108

(1)

The Client Reflects on You

109

(1)

Poor Assumptions

109

(1)

Summary

110

(1)

Blurred Boundaries

110

(3)

Clarifying Who Owns the Problems

113

(8)

Introduction

113

(1)

If the Client Owns the Problem

114

(2)

It Is Not Uncaring

115

(1)

It Is a Strategic Decision

115

(1)

Be a Resource and a Collaborator

116

(1)

If You Own the Problem

116

(1)

If You Both Own the Problem

117

(1)

Who Owns the Problem?

118

(1)

Making the Strategic Decision

119

(2)

Section Three Effective Communication

121

(78)

Identifying Good Responses and Poor Responses

123

(11)

Introduction

123

(1)

The Twelve Roadblocks to Communication

123

(4)

Ordering, Directing, Commanding

124

(1)

Warning, Admonishing, Threatening

124

(1)

Exhorting, Moralizing, Preaching

124

(1)

Advising, Giving Solutions or Suggestions

124

(1)

Lecturing, Teaching, Giving Logical Arguments

125

(1)

Judging, Criticizing, Disagreeing, Blaming

125

(1)

Praising, Agreeing

125

(1)

Name-calling, Ridiculing, Shaming

126

(1)

Interpreting, Analyzing, Diagnosing

126

(1)

Reassuring, Sympathizing, Consoling, Supporting

126

(1)

Probing, Questioning, Interrogating

126

(1)

Withdrawing, Distracting, Humoring, Diverting

127

(1)

Identifying Roadblocks

127

(1)

Useful Responses

128

(5)

Ways to Start Responding to Feelings

129

(1)

Ways to Start Responding to Content

129

(1)

Ways to Start a Closed Question

129

(1)

Ways to Start an Open Question

130

(1)

Ways to Start an ``I Message''

130

(1)

Useful Ways to Begin a Firmer I Message

130

(1)

Ways to Show Appreciation for What Has Been Said

131

(1)

Specific Questions Useful in Beginning to Disarm Anger

131

(1)

Examples of Ways to Agree When Practicing Disarming

131

(1)

Sample Response When You Cannot Change

131

(1)

Sample Response When You Find You Can Compromise

132

(1)

Ways to Start Collaboration

132

(1)

Ways to Involve the Client in Collaboration

132

(1)

Conclusion

133

(1)

Listening and Responding

134

(20)

Introduction

134

(1)

Defining Active Listening

134

(1)

Responding to Feelings

135

(3)

Responding to Content

138

(1)

Positive Reasons for Active Listening

139

(1)

Self-acceptance

139

(1)

Drain Off Feeling

140

(1)

Points to Remember

140

(1)

Active Listen Long Enough

140

(1)

Solutions Come Later

140

(1)

Active Listening Does Not Mean You Agree

141

(1)

You Could Be Wrong

141

(1)

Mind Your Body Language

141

(1)

How Many Feelings Can You Name?

141

(1)

Finding the Right Feeling

142

(2)

Active Listening Exercises

144

(10)

Active Listening I

144

(2)

Active Listening II

146

(2)

Active Listening III

148

(2)

Active Listening IV

150

(2)

Active Listening V

152

(2)

Asking Questions

154

(12)

Introduction

154

(1)

When Questions Are Important

154

(1)

Closed Questions

155

(1)

Open Questions

155

(1)

Questions That Make the Client Feel Uncomfortable

156

(2)

Avoid the Use of ``Why'' Questions

156

(1)

Do Not Ask Multiple Questions

156

(1)

Do Not Change the Subject

157

(1)

Do Not Imply There Is Only One Answer to Your Question

157

(1)

Do Not Inflict Your Values on the Client

157

(1)

Do Not Ask Questions That Make Assumptions

157

(1)

A Formula for Asking Open Questions

158

(1)

What Is Wrong with These Questions?

158

(2)

Which Question is Better?

160

(2)

Exercises in Opening Closed Questions

162

(4)

Opening Closed Questions I

162

(1)

Opening Closed Questions II

163

(1)

Try Asking Questions

164

(2)

Bringing up Difficult Issues

166

(13)

Introduction

166

(1)

When to Use Confrontation

166

(2)

Discrepancies

166

(1)

Other Reasons to Use Confrontation

167

(1)

The ``I Message'' in Confrontation

168

(1)

The Rules for Confrontation

169

(3)

Be Matter-of-fact

169

(1)

Be Tentative

169

(1)

Focus on Tangible Behavior or Communication, What You Can Observe

169

(1)

Take Full Responsibility for Your Observations

170

(1)

Always Collaborate

170

(1)

Do Not Accuse the Other Person

170

(1)

Do Not Confront Because You Are Angry

171

(1)

Do Not Be Judgmental

171

(1)

Do Not Give the Client a Solution

171

(1)

Confronting Collaterals

172

(1)

On Not Becoming Overbearing

172

(1)

What Is Wrong Here?

173

(2)

Expressing Your Concern Exercises

175

(2)

Expressing Your Concern I

175

(1)

Expressing Your Concern II

176

(1)

Expressing a Stronger Message

177

(2)

Addressing and Disarming Anger

179

(12)

Introduction

179

(1)

Common Reasons for Anger

179

(1)

Why Disarming Anger Is Important

180

(1)

Avoiding the Number One Mistake

181

(1)

The Four-Step Process

182

(1)

What You Do Not Want to Do

183

(2)

Do Not Become Defensive

183

(1)

Do Not Become Sarcastic or Facetious

184

(1)

Do Not Be Superior

184

(1)

Do Not Grill the Client

184

(1)

Look For Useful Information

185

(1)

Managing an Angry Outburst

185

(1)

Initial Responses to Anger

186

(2)

Practicing Disarming

188

(3)

Putting It All Together

191

(8)

Introduction

191

(8)

Exercise I

191

(2)

Exercise II

193

(3)

Exercise III

196

(2)

Exercise IV

198

(1)

Section Four Meeting Clients and Assessing Their Strengths and Needs

199

(56)

Documenting Initial Inquiries

201

(7)

Introduction

201

(1)

Steps for Filling Out the Form

201

(1)

Capturing the Highlights of the Chief Complaint

202

(1)

Evaluate the Client's Motivation and Mood

203

(1)

Complete the Form

204

(1)

Sending a Verification

204

(2)

Intake Exercises

206

(2)

Exercise One Intake of a Middle-Aged Adult

206

(1)

Exercise Two Intake of a Child

207

(1)

Exercise Three Intake of an Infirm, Older Person

207

(1)

The First Interview

208

(9)

Introduction

208

(1)

Your Role

208

(1)

The Client's Understanding

209

(1)

Preparing for the First Interview

209

(1)

Your Office

210

(1)

Meeting the Client

210

(1)

Taking Notes

211

(1)

Collecting Information

211

(1)

Asking for More Clarification

212

(1)

What Information to Collect

212

(1)

Client Expectations

213

(1)

Using an Assessment Form

213

(1)

Wrapping Up

213

(1)

The Client Leaves

214

(1)

The Next Step

214

(1)

First Interview Exercises

215

(2)

Exercise One Assessment of a Middle-Aged Adult

215

(1)

Exercise Two Assessment of a Child

215

(1)

Exercise Three Intake of an Infirm, Older Person

215

(1)

Exercise Four Creating a File

216

(1)

Using DSM-IV

217

(14)

Introduction

217

(1)

Is DSM-IV Only a Mental Health Tool?

217

(1)

Cautions

218

(1)

Who Makes the Diagnosis?

218

(1)

Background Information

218

(3)

Psychiatry Attempts to Classify Mental Disorders

218

(1)

The 1950s, 1960s, and 1970s

219

(1)

Psychiatry Becomes More Medical

220

(1)

How We Got to DSM-IV

221

(1)

Using the DSM-IV

221

(4)

What You Will Find in DSM-IV

221

(1)

Making the Diagnosis

222

(1)

A Closer Look at Multiaxial Assessment

222

(3)

Making the Code

225

(3)

Subtypes

225

(1)

Modifiers

226

(1)

Modifiers for Past and Present

226

(1)

Modifiers for Course and Severity

226

(1)

Reason-for-Visit Modifiers

226

(1)

Provisional Diagnoses

226

(1)

Not Otherwise Specified

227

(1)

V Codes

227

(1)

Unspecified

227

(1)

Deferred

227

(1)

Conclusion

228

(1)

Exercises on Using DSM-IV

228

(3)

The Mental Status Exam

231

(19)

Introduction

231

(1)

What to Observe

231

(1)

How to Observe

232

(1)

Documentation

232

(1)

Describing the Client

232

(1)

Mental Status Outline

232

(2)

Terms and Expressions Used for Intake, Evaluations, Assessments, and Referrals

234

(14)

General Description

235

(4)

Emotions

239

(1)

Cognitive Functioning

240

(3)

Thought and Perception

243

(3)

Suicidality, Homocidality, and Impulse Control

246

(1)

Insight and Judgment

246

(1)

Reliability (Accuracy of the Client's Report)

247

(1)

The Environment

247

(1)

Exercises Using the MSE Vocabulary

248

(2)

Receiving and Releasing Information

250

(5)

Sending for Information

250

(1)

If You Release Information

250

(1)

Directions for Using the Release Form

251

(1)

Example of a Release Form

251

(2)

When the Material Is Received

253

(1)

Release of Information Exercises

253

(2)

Exercise One Intake of a Middle-Aged Adult

253

(1)

Exercise Two Intake of a Child

253

(1)

Exercise Three Intake of a Frail, Older Person

253

(1)

Exercise Four Maintaining Your Charts

253

(2)

Section Five Developing a Plan with the Client

255

(22)

Developing a Service Plan

257

(8)

Introduction

257

(1)

Using the Assessment

257

(1)

Creating the Treatment or Goal Plan

258

(1)

Involving the Client and the Family

259

(1)

Individualized Planning

260

(1)

Understanding Barriers

261

(1)

Sample Goal Plan

261

(2)

Broad Goal Planning Exercises

263

(2)

Exercise One Planning for a Middle-Aged Adult

263

(1)

Exercise Two Planning for a Child

264

(1)

Exercise Three Planning for an Infirm, Older Person

264

(1)

Exercise Four Maintaining Your Charts

264

(1)

Exercise Five Checking Services

264

(1)

Preparing for Service Planning Conference or Disposition Planning Meeting

265

(5)

Introduction

265

(1)

What You Will Need to Bring to the Meeting

265

(1)

Goal One for the Meeting: Diagnosis

266

(1)

Goal Two for the Meeting: Level of Case Management

266

(1)

Goal Three for the Meeting: Services

266

(1)

Preparing to Present Your Case

267

(1)

Making the Presentation

268

(1)

Collaboration

268

(1)

Conclusion

268

(1)

Planning Exercises

269

(1)

Exercise One Developing a Service Directory

269

(1)

Exercise Two A Simulated Planning Meeting

269

(1)

Making the Referral and Assembling the Record

270

(7)

Introduction

270

(1)

Determing Dates

270

(1)

The Target Date

270

(1)

The Review Date

271

(1)

Sample Referral Form

271

(1)

The Face Sheet

271

(2)

Exercises to Assemble the Record

273

(4)

Section Six Monitoring Services and Following the Client

277

(36)

Monitoring the Services or Treatment

279

(4)

Introduction

279

(1)

Purpose of Monitoring

280

(1)

Collaboration

281

(1)

What Is Monitoring?

282

(1)

Leave the Office

282

(1)

Conclusion

282

(1)

Documentation and Recording

283

(16)

Documenting Client Encounters

283

(1)

Writing Contact Notes

283

(1)

Labeling the Contact

284

(1)

Types of Contacts

284

(1)

Documenting Service Monitoring

284

(2)

Documentation: The Finishing Touches

286

(2)

Hostility

286

(1)

Interactions

286

(1)

Documenting Significant Aspects of Contact

286

(1)

Clarity

286

(1)

Quotations

287

(1)

Contradictions

287

(1)

Language

287

(1)

Disabilities

287

(1)

Government Requirements

288

(1)

Do Not Be Judgmental

289

(1)

Know the Difference Between Facts and Impressions

290

(1)

Positive and Negative

290

(1)

Agreement

290

(1)

Changes to the Plan

290

(1)

Recording Exercises

291

(8)

Exercise One Recording Your Meeting with the Client

291

(1)

Exercise Two Recording a Client Contact: Part A

292

(3)

Recording a Client Contact: Part B

295

(2)

Exercise Three Using Government Guidelines to Correct Errors

297

(1)

Exercise Four Spotting Recording Errors

298

(1)

Developing Goals and Objectives at the Provider Agency

299

(10)

Introduction

299

(1)

Expect Positive Outcomes

299

(1)

Writing the Goals

300

(1)

Objectives

301

(1)

How to Identify the Client's Strengths

302

(1)

Combining Goals and Treatment Objectives

302

(1)

Finishing Touches

303

(2)

Proper Endings

303

(1)

Numbering System

303

(1)

Target Dates

304

(1)

Treatment Interventions

304

(1)

Long Term and Short Term

304

(1)

Client Participation/Collaboration

305

(1)

Exercises

305

(4)

Terminating the Case

309

(4)

Introduction

309

(1)

A Successful Termination

310

(1)

The Final Interview

310

(1)

The Letter

310

(1)

Documentation

310

(1)

The Discharge Summary

311

(1)

Conclusion

311

(1)

Termination Exercises

312

(1)

Appendix Wildwood Case Management Unit Forms

313

(18)

Face Sheet

315

(2)

New Referral or Inquiry

317

(2)

Verification of Appointment

319

(2)

Release of Information

321

(2)

Treatment or Goal Plan

323

(2)

Referral

325

(2)

Contact Notes

327

(4)

References and Reading List

331

(2)

Index

333

Amazon no longer offers textbook rentals. We do!

Fundamentals of Case Management Practice Exercises and Readings

Fundamentals of Case Management Practice Exercises and Readings

9780534355944

0534355943

Summary

Table of Contents

Supplemental Materials

Write a Review

Amazon no longer offers textbook rentals. We do!

Fundamentals of Case Management Practice Exercises and Readings

Fundamentals of Case Management Practice Exercises and Readings

9780534355944

0534355943

Summary

Table of Contents

Supplemental Materials

Write a Review

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