The Skilled Helper Model

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By: KS1991 (51 month(s) ago)

can I have your slides, please for my counseling course? very nice and easy to understand.

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Helping Model:

Done by : Fatma F. Abu_Qados To : Dr. Samir Qouta H elping M odel

Slide 2:

A natural Problem-Management Process There is a natural decision-making process that helping processes can assist, modify , and accelerate but not replace. Understanding and respecting this natural process and it’s variations is part of the wisdom of helping .

Steps Of Natural Helping Process:

Steps Of Natural Helping Process Initial awareness. Urgency Initial search for remedies Estimation of costs Deliberation Rational decision Rational-emotional decision

The Skilled-Helper Model:

The Skilled-Helper Model Current scenario : What R the problems I should be working on ? Preferred Scenario : What do I need or want in place of what I have ? Strategies : What do I have to do to get what I need or want ? Action : How do I make all this happen ?

Slide 5:

How do I make it happen ? Stage II : Preferred Scenario Stage I : Current Scenario Stage III : Action Strategies What’s the Present state of affairs ? What do I need instead of what I’ve got ? How do I get what I need or want ?

Stage I : The Current State Of Affairs Clarification Of The Key Issues Calling For Change:

Stage I : The Current State Of Affairs Clarification Of The Key Issues Calling For Change

Identifying and Clarifying Problem Situations and Unused Opportunities:

Identifying and Clarifying Problem Situations and Unused Opportunities Spells out the range of diffuculties the clients is facing.

The Three “ Steps” of Stage I:

The Three “ Steps” of Stage I The Story : Help clients tell their stories with detail that enables them to move on to goal setting ( What do I really want ? ) 2. Blind Spots : Help clients break through blind spots that prevent them from seeing themselves , their problem situations , and their unused opportunities as they really are and that prevent them from succesfully carrying out the work of the helping process. 3. Choosing the right problems/opportunities to work on : If a client has a range of issues , help him to work on things that will make a difference .

Stage II : The Preferred Scenario Helping clients Determine What They Need And Want ??:

Stage II : The Preferred Scenario Helping clients Determine What They Need And Want ??

Developing a Preferred Scenario :

Developing a Preferred Scenario Deals with answers “ What I want or need ? “ Unfortunately , some approaches to problem solving or management skip stage II …

The Three “ Steps “ of stage II:

The Three “ Steps “ of stage II Possibilities for a better future : Help clients use their imaginations to spell out elements of a better future . The Change Agenda : Help clients choose realistic and challenging goals designed to manage the key problems and unused opportunities that have been identified in stage I . Commitment : pursuing substantial priorities or goals.

Stage III : Strategies For Action Helping Clients Discover How To Get What They Need And Want ?:

Stage III : Strategies For Action Helping Clients Discover How To Get What They Need And Want ?

Developing Action Strategies:

Developing Action Strategies Defines the work that needs to be done to translate priorities into problem-managing accomplishments. Outcome-producing action is at the heart of constructive change. Helps the clients discover the kinds of actions that will make a difference.

The three “ Steps “ of stage III:

The three “ Steps “ of stage III Possible actions : many different ways for achieving goals. Choosing best-fit strategies : that fit their talent , resources , style , temperament and timetable Crafting a plan : organize the actions

Action : Making It All Happen Helping Clients Turn Decisions In To Problem-Managing Acion:

Action : Making It All Happen Helping Clients Turn Decisions In To Problem-Managing Acion

Action : Making It All Happen :

Action : Making It All Happen Talking about problems and opportunities , discussing goals , and figuring out strategies for accomplishing goals is just so much BLAH ,BLAH,BLAH without action ! Clients need to act in their own behalf right from the begining of the counseling process. There is nothing magic about change , it’s hard work.

Ongoing Evaluation Of The Helping Process : How R We Doing?:

Ongoing Evaluation Of The Helping Process : How R We Doing? Early detection of what is going wrong in the helping process is needed to prevent failure . Quality assurance needs to be built into the helping process , not tacked on it after it is too late !. Also, determine when the helping process has served it’s purpose and should be terminated.

Flexibility In The Use Of The Model:

Flexibility In The Use Of The Model Flexibility :we need flexibility because : First , clients start differently. Second , Clients tell their stories differently. Third , Clients sometimes deal with parts of different stages and steps in an itermingled way in the same session .

Cont…:

Cont… Direction : Letting clients wander around in the morass of problem situations under the guise of flexibility is of no help at all . The helping model provides “ Channels ”..These channels can be used to prod clients to move intelligently to problem managing action and outcomes .

Cont..:

Cont.. Cultural sensitivity : The communication skills used in the helping process would have to be modified someewhat to fit the culture of the different countries .

Developing A Whole-Process Mentality: Miniversions Of The Entire Model:

Developing A Whole-Process Mentality: Miniversions Of The Entire Model Helpers weather proffesional or paraprofessional and ordinary people engage in miniversion of the helping process more often than they realize . That is the whole process , which can take weeks or months or even years , can also take place within literally minutes . The helping model is more like a hologram than a tool kit _ it works best when the whole is found in each of it’s parts.

Understanding And Dealing With The Shadow Side Of Helping Models:

Understanding And Dealing With The Shadow Side Of Helping Models No model ! Misuse of parts of the model Fads Rigid models rigidly applied Overcontrol Virtuosity : helpers tend to specialize in certain techniques and skills. Overly cognitive training programs.

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