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The people solutions sourcebook

Author: Neil Thompson
Publisher: New York, NY : Palgrave Macmillan, 2012.
Edition/Format:   Print book : English : Second editionView all editions and formats
Summary:

An entirely revamped edition that provides a practical kit of ideas, methods and approaches to support all direct work with people - from service users and patients to employees and colleagues.  Read more...

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Document Type: Book
All Authors / Contributors: Neil Thompson
ISBN: 9780230291478 0230291473
OCLC Number: 848270228
Notes: First edition published as: People problems. 2006.
Description: xxiv, 263 pages : illustrations ; 22 cm
Contents: Part 1 Understanding people and their problems --
Introduction 3 --
What is a problem? 5 --
What is a 'people' problem? 6 --
Why is the context important? 8 --
How do we start? 9 --
How do we get people motivated? 10 --
How do we find the right way forward? 12 --
How do we promote change? 13 --
Why do we need PRECISE practice? 16 --
What are the challenges involved? 19 --
Is there a problem-solving process? 22 --
Is a problem always an opportunity? 26 --
What is the role of reflective practice? 27 --
How do we make things happen? 29 --
Conclusion 31 --
Part 2 Problem-solving methods --
Introduction 35 --
Important notes 37 --
A Avoiding attribution errors --
Avoiding oversimplifying the reasons for people's behaviour 38 --
Avoiding avoidance --
Facing up to our responsibilities 40 --
B Brainstorming --
Maximizing our range of options 43 --
Brokerage --
Redirecting people to sources of help 45 --
C Capitalizing on crisis --
Realizing the potential of critical moments in a person's life 48 --
The CBC approach --
Putting people at their ease 50 --
Challenging cognitive distortions --
Trying to get a balanced view of the situation 53 --
Chunk up or chunk down --
Finding the right level of analysis 56 --
The CIA framework --
Managing pressure and stress 58 --
Circular questioning --
Establishing the importance of interrelationships 61 --
Confronting without being confrontational --
Using assertiveness skills 62 --
Congruence --
Getting on the same wavelength 65 --
Consequences --
Exploring options and their likely outcomes 68 --
Cost-benefit analysis --
Balancing the pros and cons 70 --
Creative tension --
Making sure expectations are realistic 72 --
Critical incident technique --
Learning from significant experiences 74 --
Culture audit --
Making sense of organizational cultures 76 --
Dealing with objections --
Persuading people to move forward 79 --
Doing the right things versus doing things right --
Balancing efficiency and effectiveness 82 --
The drama triangle --
Avoiding being drawn into being a 'rescuer' 84 --
Eating an elephant --
Being realistic about what we can achieve 87 --
Eco maps --
Mapping out relationships across groups of people 89 --
Educating --
Problem solving through helping people learn 92 --
Elegant challenging --
Being constructive in challenging unacceptable behaviour or language 93 --
Embedded whys --
Establishing reasons for our actions 96 --
The empty chair --
Exploring the influence of an absent person 99 --
Encouraging creativity --
Avoiding getting stuck in ruts 101 --
Exchange is no robbery --
The importance of reciprocity 103 --
F Finding the growth zone --
Finding the balance between comfort and fear 105 --
Fishbone analysis --
A visual aid to problem solving 107 --
Fishing for red herrings --
Not allowing ourselves to get distracted 108 --
Force-field analysis --
Managing change 110 --
G Gantt charts --
Visual aids for project management 113 --
Giving feedback --
Letting people know where they stand 114 --
Grief audit --
Getting an overview of people's experiences of grief 117 --
H Helicopter vision --
Obtaining an overview 119 --
Holding --
Helping to provide emotional security 121 --
I Inviting innocent questions --
Getting a perspective from outside the situation you are dealing with 124 --
K Know your enemy --
Coping with anxiety 126 --
L Lateral thinking --
Finding new ways to think about problems and solutions 129 --
M The magic wand --
Getting as close to the ideal as possible 132 --
Making the most of meetings --
Avoiding time and energy being wasted 133 --
Mind mapping --
Developing a picture of the situation you are dealing with Modelling and use of self 136 --
Using yourself as a tool to help others 140 --
Motivational interviewing --
Using ambivalence to bring about change 142 --
Motivation audit --
Getting an overview of key motivational factors 144 --
N Naming the process --
Bringing hidden agendas out into the open 147 --
Negotiating expectations --
Being clear about what we can expect from each other 149 --
Not tolerating vagueness --
Avoiding the dangers of being too vague 151 --
O Objectives tree --
A framework for helping to develop plans 155 --
P Paint the toilets --
Making a fresh start 158 --
The paradoxical approach --
Reducing behaviours by encouraging them 160 --
PCS analysis --
Understanding different levels of discrimination 161 --
Peacemaking circles --
Drawing on Native American wisdom 164 --
Positive strokes --
Building confidence 166 --
Principled negotiation --
Constructive ways of reaching agreement 169 --
Promoting realism --
Getting a balance between optimism and pessimism 170 --
Providing an anchor --
Providing security in times of instability 172 --
Pushing the buttons --
Acting as an advocate 174 --
R RAID --
Reducing problematic behaviours 177 --
REBT --
Understanding anger 178 --
Recognizing grief --
Appreciating the significance of loss and grief 181 --
The RED approach --
Managing conflict 184 --
Reframing --
Redefining problem situations to allow people to move forward 186 --
Releasing the scapegoat --
Avoiding the destructiveness of blame 189 --
Responding to feelings --
Taking account of the emotional dimension 190 --
The right person for the job --
Matching skills and aptitudes to tasks 193 --
Risk assessment --
Analysing the risks involved in a given situation 195 --
Role reversal --
Seeing the situation from someone else's point of view 197 --
S SARAH --
Coping with emotional intensity 201 --
Serendipity --
Making the most of chance occurrences 203 --
The six thinking hats --
Looking at the different angles 204 --
SMART objectives --
The importance of having clear goals 206 --
SOLER --
Managing interpersonal relations 210 --
Stop trying! --
Taking a break from our efforts can sometimes be helpful 212 --
Stress audit --
Getting an overview of pressures, coping methods and support 214 --
SWOT analysis --
Balancing positives and negatives as an aid to decision making 215 --
T Think-feel-do --
Taking account of the three dimensions of human experience 219 --
The three Hs --
Understanding what motivates people's behaviour 221 --
The three Rs --
Drawing on strengths 224 --
TOTE --
Testing out the changes we make 226 --
Transactional analysis --
Understanding interpersonal dynamics 227 --
Tuning in --
Making connections with the people we are trying to help 230 --
U Using dissonance --
Challenging ingrained views 233 --
Using personal constructs --
Developing our own theories 235 --
V Visioning --
Developing a vision of the place we want to get to 238 --
W Working backwards --
Keeping a clear focus on outcomes 242 --
Worst case, best case --
Getting things in perspective 244 --
Part 3 Guide to further learning.
Other Titles: People problems
Responsibility: Neil Thompson.

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