Theories and Methods Yr 1

1. 1 Theories and Methods Yr 1 Task Centred Practice

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3. 3 Task-centred Practice Interpersonal Conflict Dissatisfaction in Social Relations Problems with Formal Organisations Difficulties in role performance Problems of social transition Reactive emotional distress Inadequate resources Behavioural Problems Reid & Epstein (1978) The Task-Centred System

4. 4 Task-centred Practice Prevents �drift� in social work cases. Educates users to become good at problem solving. Research shows that brief periods of service which are goal concentrated are more effective than open-ended work.(Reid & Shyne 1969)

5. 5 Task-centred Practice Offers specific set of procedures where clients are helped to carry out problem alleviating tasks within agreed periods of time. The client is the main Change Agent, and helps the worker assess and choose what the priorities for action ought to be.

6. 6 Techniques Problem Specification Task Planning Analysing Obstacles/Failures Planning Tasks Structuring Interview Time Reviewing and Ending

7. 7 Five Phases in problem solving Problem Exploration Agreement Formulation of Objectives Task Achievement Termination

8. 8 Problem Exploration This is when the client�s concerns are elicited, explored and clarified in explicit behavioural terms and ranked accordingly on order of importance to the client.

9. 9 Agreement This is when the worker and client agree on the targets for change, and at this stage the worker is thinking in the context of the afore mentioned eight categories.

10. 10 Objective Setting The worker and user/client agree on the nature and frequency of contact and form a contract accordingly. At this point issues around respective tasks and roles are clarified.

11. 11 Task Achievement This is the implementation part of the process where the work is being done by both the worker and the client on an individual basis and jointly depending on the nature of the contract.

12. 12 Skills Required Good Communication Skills, especially listening, interviewing, observation, clarification, recording, etc. Negotiation. Partnership, and empowering approach not just service provision. Being explicit about time limits

13. 13 Framework for Understanding Task-centred Practice Task accomplishment is an essential process in human coping. Success in tackling problems is in itself motivating towards improved future problem solving. Clients� self esteem and independence is promoted when they are seen as experts of their own lives. Using time limits conveys a positive message that change is possible and working to deadlines can inspire commitment. Goals/Objectives have to be Modest and framed in behavioural terms using the S.M.A.R.T. guide for objectives setting

14. 14 S.M.A.R.T. Objectives Specific Measurable Achievable Realistic Time-limited

15. 15 Benefits of Task-centred Practice Any Practice that is based on a mutuality of understanding of the nature of social work contact is likely to be more successful in outcome. This Method promotes empowerment and is also anti-oppressive insofar as the client is encouraged to take control of their own life. People�s strengths are assessed and therefore self esteem is enhanced as well as problem solving. It tries to create equality between worker and service user It concentrates on the clients own conception of their difficulties as the key to reaching a solution.

16. 16 Benefits The use of time itself can be therapeutic in pushing the process forward. If used effectively, this method should increase the client�s ability to cope in the near and distant future. From the very start of a �contract�, the end is in view because all parties are fully aware of the tasks they have set.

17. 17 Potential Disadvantages Clients have no control over resources Can partnership be achieved when the social work role is statutorily based? Can equal partnerships be achieved in reality? Once help goes beyond a certain point, clients may lose confidence in their own ability to cope and become dependent on the worker, thereby developing a negative attachment.