Table of Contents

Contents
Foreword by Lawrence T. Force, PhD, LCSW-R


Preface


Acknowledgments


1. SOLUTION-FOCUSED CASE MANAGEMENT: DEFINITIONS AND MEANINGS


Shifting Into New Ideas


Conclusion


2. CHALLENGING OUR ASSUMPTIONS


Convergent Development of Seminal Concepts Inherent in Solution-Focused Practice


Solution-Focused Assumptions


Conclusion


3. SOLUTION-BUILDING IN CASE MANAGEMENT


Exercise: Differences Between Solution-Building and Problem-Solving Processes


The Problems With Problem Talk


Conversation as the Tool for Change


Learning to Listen


Steps to Developing a Useful Conversation: An Overview


The National Consensus Statement on Mental Health Recovery


Promoting Social Justice


4. SOLUTION FOCUS: ITS HISTORY AND PRACTICE


A Brief History of Solution-Focused Practice


How Clients and Case Managers Make Meaning Together: Wittgenstein and Language Games


What Happens After Clients and Case Managers Say “Hello”: Forming Solution-Focused Collaborative Partnerships


Listening to Clients


An Introduction to Solution-Focused Skills and Processes


Making a Difference


An Introduction to the Solution-Focused Intervention Tools


The Second Session and Beyond: E.A.R.S.


Exercise: Trying Out the Ideas


5. EXPANDING ON COLLABORATIVE PARTNERSHIPS AND GOAL FORMATION


Cocreating Useful Conversations With Clients


Remember the Solution-Focused Values When Working With Clients


Every Client Is a Customer for Something


Solution-Focused Assumptions


Coconstructing Useful Goals With Clients


6. SOLUTION-FOCUSED PLANNING AND ASSESSMENT


Solution-Focused Brief Practice Begins With the Details of Clients’ Stated Goals


Assessments as Interventions


Strengths-Based Assessments


Useful Solution-Building Planning Questions


7. WORKING WITH CLIENTS AND OTHER AGENCIES


Further Thoughts About Problem Talk


Forming Partnerships With Clients and Agencies


Client–Case Manager Collaboration


Engaging Other Agencies in Solution Building


8. KEEPING IT BRIEF: MONITORING PROGRESS, OUTCOMES, AND TRANSITIONS OUT OF SERVICE


Scaling Progress


Is the Relationship Working for the Client? Monitoring Progress Toward the Goal


Transitioning to a Different Level of Service


9. STANDARDS OF PRACTICE FOR CASE MANAGERS


Evidence-Based Practice Versus Practice-Based Evidence


A Review of What Works: An Important Reminder


Outcomes Management


Diversity, Social Justice, and Solution-Focused Brief Practice


Case Managers Need to Take Care of Themselves


Moral and Ethical Issues


10. A REVIEW OF THE MAIN SOLUTION-FOCUSED CONCEPTS


Social Constructionism


The Three Rules of Solution-Focused Practice


Not-Knowing Stance


Solution-Focused Assumptions


Goals


Customership


The Seven Solution-Building Tools


Second Session and Beyond


Final Words


Appendix A


Appendix B


Appendix C


References


Index

About the Author

Robert G. Blundo, PhD, LCSW, is a professor in the School of Social Work at the University of North Carolina at Wilmington.

Joel Simon, MSW, ACSW, BCD, is in private practice and provides solution-focused training, supervision, and consultation through the Center for Solution-Focused Training.