The people solutions sourcebook. (2012)

• Record Type: Book
• Uniform Title: People problems
• Further Information: Note: Neil Thompson.
• Other Names: Thompson, Neil, 1955-
• Contents: Introduction: Why, What and How; PART I: UNDERSTANDING PEOPLE AND THEIR PROBLEMS; Introduction; What is a Problem?; What is a 'People' Problem?; Why is the Context Important?; How Do We Start?; How Do We Get People Motivated?; How Do We Find the Right Way Forward?; How Do We Promote Change?; Why Do We Need PRECISE Practice?; What Are the Challenges Involved?; Is There a Problem-solving Process?; Is a Problem Always an Opportunity?; What is the Role of Reflective Practice?; How Do We Make Things Happen?; Conclusion; PART II: PROBLEM-SOLVING METHODS; Introduction; Important Notes; Avoiding Attribution Errors – Avoiding Oversimplifying the Reasons for People's Behaviour; Avoiding Avoidance – Facing Up to Our Responsibilities; Brainstorming - Maximizing Our Range of Options; Brokerage – Redirecting People to Sources of Help; Capitalizing on Crisis – Realizing the Potential of Critical Moments in a Person's Life; The CBC approach – Putting People at their Ease; Challenging Cognitive Distortions - Trying to Get a Balanced View of the Situation; Chunk Up or Chunk Down – Finding the Right Level of Analysis; The CIA Framework – Managing Pressure and Stress; Circular Questioning – Establishing the Importance of Interrelationships; Confronting Without Being Confrontational – Using Assertiveness Skills; Congruence – Getting on the Same Wavelength; Consequences – Exploring Options and Their Likely Outcomes; Cost-benefit Analysis – Balancing the Pros and Cons; Creative Tension – Making Sure Expectations are Realistic; Critical Incident Technique – Learning from Significant Experiences; Culture Audit – Making Sense of Organizational Cultures; Dealing with Objections – Persuading People to Move Forward; Doing the Right Things vs. Doing Things Right – Balancing Efficiency and Effectiveness; The Drama Triangle – Avoiding Being Drawn into Being a 'Rescuer'; Eating an Elephant – Being Realistic About What We Can Achieve; Eco Maps – Mapping Out Relationships Across Groups of People; Educating – Problem Solving Through Helping People Learn; Elegant Challenging – Being Constructive in Challenging Unacceptable Behaviour or Language; Embedded Whys – Establishing Reasons for Our Actions; Encouraging Creativity – Avoiding Getting Stuck in Ruts; The Empty Chair – Exploring the Influence of an Absent Person; Exchange is No Robbery – The Importance of Reciprocity; Finding the Growth Zone – Finding the Balance Between Comfort and Fear; Fishbone Analysis – A Visual Aid to Problem Solving; Fishing for Red Herrings – Not Allowing Ourselves to Get Distracted; Force-field Analysis – Managing Change; Gantt Charts – Visual Aids for Project Management; Giving Feedback – Letting People Know Where They Stand; Grief Audit – Getting an Overview of People's Experiences of Grief; Helicopter Vision – Obtaining an Overview; Holding – Helping to Provide Emotional Security; Inviting Innocent Questions – Getting a Perspective from Outside the Situation You Are Dealing With; Know Your Enemy – Coping With Anxiety; Lateral Thinking – Finding New Ways to Think About Problems and Solutions; The Magic Wand – Getting as Close to the Ideal as Possible; Making the Most of Meetings – Avoiding Time and Energy Being Wasted; Mind Mapping – Developing a Picture of the Situation You Are Dealing With; Modelling and Use of Self – Using Yourself as a Tool to Help Others; Motivational Interviewing – Using Ambivalence to Bring About Change; Motivation Audit – Getting an Overview of Key Motivational Factors; Naming the Process – Bringing Hidden Agendas Out into the Open; Negotiating Expectations – Being Clear About What We Can Expect From Each Other; Not Tolerating Vagueness – Avoiding the Dangers of Being Too Vague; Objectives Tree – A Framework for Helping to Develop Plans; Paint the Toilets – Making a Fresh Start; The Paradoxical Approach - Reducing Behaviours by Encouraging Them; PCS Analysis – Understanding Different Levels of Discrimination; Peacemaking Circles – Drawing on Native American Wisdom; Positive Strokes – Building Confidence; Principled Negotiation – Constructive Ways of Reaching Agreement; Promoting Realism – Getting a Balance Between Optimism and Pessimism; Providing an Anchor – Providing Security in Times of Instability; Pushing the Buttons – Acting as an Advocate; RAID – Reducing Problematic Behaviours; REBT – Understanding Anger; Recognizing Grief – Appreciating the Significance of Loss and Grief; The RED Approach – Managing Conflict; Reframing – Redefining Problem Situations to Allow People to Move Forward; Releasing the Scapegoat – Avoiding the Destructiveness of Blame; Responding to Feelings – Taking Account of the Emotional Dimension; The Right Person for the Job – Matching Skills and Aptitudes to Tasks; Risk Assessment – Analysing the Risks Involved in a Given Situation; Role Reversal – Seeing the Situation From Someone Else's Point of View; SARAH – Coping with Emotional Intensity; Serendipity – Making the Most of Chance Occurrences; The Six Thinking Hats – Looking at the Different Angles; SMART Objectives – The Importance of Having Clear Goals; SOLER – Managing Interpersonal Relations; Stop Trying! – Taking a Break From Our Efforts Can Sometimes be Helpful; Stress Audit – Getting an Overview of Pressures, Coping Methods and Support; SWOT Analysis – Balancing Positives and Negatives as an Aid to Decision Making; The Three Hs – Understanding What Motivates People's Behaviour; The Three Rs – Drawing on Strengths; Think–Feel–Do – Taking Account of the Three Dimensions of Human Experience; TOTE – Testing Out the Changes We Make; Transactional Analysis – Understanding Interpersonal Dynamics; Tuning In – Making Connections With the People We Are Trying to Help; Using Dissonance – Challenging Ingrained Views; Using Personal Constructs – Developing Our Own Theories; Visioning – Developing a Vision of the Place We Want to Get To; Working Backwards – Keeping a Clear Focus on Outcomes; Worst Case, Best Case – Getting Things in Perspective; PART III: GUIDE TO FURTHER LEARNING; Introduction; Further reading; Organizations and websites; References; Index; ;
• Edition: Second edition
• Publisher Details: Basingstoke : Palgrave Macmillan
• Publication Date: 2012
• Extent: 1 online resource (288 pages), (14 illustrations)
• Subjects: 658.3/045; Human Resources & Personnel Management; Human services; Management; Problem solving; Nursing/Management & Leadership; Social Work; Personnel & human resources management; Teaching skills & techniques; Social work; Nurse/patient relationship
• Languages: English
• ISBNs: 9781137294425; 1137294426
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.