Chapter 13[1]9e

Copyright 2010 ©Brooks/Cole, a division of Cengage Learning Copyright 2010 ©Brooks/Cole, a division of Cengage Learning

Chapter 14

The Action Arrow: Making It All Happenn

ImplementationImplementation

The Action Arrow of the helping The Action Arrow of the helping model highlights the difference model highlights the difference between planning and action. between planning and action.

Stages I, II, III, and their nine tasks all Stages I, II, III, and their nine tasks all revolve around planning for change, revolve around planning for change, not change itself.not change itself.



In a book called In a book called True Success, True Success, Tom Tom Morris (1994) lays down the conditions Morris (1994) lays down the conditions

for achieving success. They include:for achieving success. They include: determining what you want — that is, a goal or a set determining what you want — that is, a goal or a set

of goals "powerfully imagined,"of goals "powerfully imagined," focus and concentration in preparation and planning,focus and concentration in preparation and planning, the confidence or belief in oneself to see the goal the confidence or belief in oneself to see the goal

through, that is, self-efficacy,through, that is, self-efficacy, a commitment of emotional energy,a commitment of emotional energy, being consistent, stubborn, and persistent in the being consistent, stubborn, and persistent in the

pursuit of the goal,pursuit of the goal, the kind of integrity that inspires trust and gets the kind of integrity that inspires trust and gets

people pulling for you,people pulling for you, a capacity to enjoy the process of getting there.a capacity to enjoy the process of getting there. The role of the counselor is to help clients engage in The role of the counselor is to help clients engage in

all these internal and external behaviors in the all these internal and external behaviors in the interest of goal accomplishment.interest of goal accomplishment.

Moving From Planning Moving From Planning Into ActionInto Action

A A strategy strategy is a practical plan to is a practical plan to accomplish some objective. accomplish some objective.

Tactics Tactics is the art of adapting a plan to is the art of adapting a plan to the immediate situation. This includes the immediate situation. This includes being able to change the plan on the being able to change the plan on the spot to handle unforeseen complicationsspot to handle unforeseen complications

Logistics Logistics is the art of being able to is the art of being able to provide the resources needed for the provide the resources needed for the implementation of a plan in a timely implementation of a plan in a timely way.way.



Principles of Effective Principles of Effective ImplementationImplementation

Help clients avoid imprudent actionHelp clients avoid imprudent action Help clients overcome procrastination.Help clients overcome procrastination. Help clients identify possible obstacles to Help clients identify possible obstacles to

and resources for implementing plans.and resources for implementing plans. Help clients find incentives and the Help clients find incentives and the

rewards for sustained action.rewards for sustained action. Help clients develop action‑focused Help clients develop action‑focused

self‑contracts and agreements.self‑contracts and agreements.


Tapping Into Social Tapping Into Social SupportSupport

Challenging RelationshipsChallenging Relationships Feedback from Significant OthersFeedback from Significant Others

Confirmatory feedback. Confirmatory feedback. Through confirmatory feedback, Through confirmatory feedback, significant others—significant others—

such as helpers, relatives, friends, and colleagues—let clients such as helpers, relatives, friends, and colleagues—let clients know that theyknow that they

are on course; that is, moving successfully through the steps of an are on course; that is, moving successfully through the steps of an action program toward a goal.action program toward a goal.

Corrective feedback. Corrective feedback. Through corrective feedback, significant Through corrective feedback, significant others let clientsothers let clients

know that they have wandered off course and specify what they know that they have wandered off course and specify what they need to do toneed to do to

get back on.get back on.


Questions on Implementing Questions on Implementing PlansPlans

Now that I have a plan, how do I move into Now that I have a plan, how do I move into action?action?

What kind of self‑starter am I? How can I What kind of self‑starter am I? How can I improve?improve?

What obstacles lie in my way? Which are What obstacles lie in my way? Which are critical?critical?

How can I manage these obstacles?How can I manage these obstacles? How do I keep my efforts from flagging?How do I keep my efforts from flagging? What do I do when I feel like giving up?What do I do when I feel like giving up? What kind of support will help me to keep going?What kind of support will help me to keep going?

The Shadow Side of The Shadow Side of Implementing ChangeImplementing Change

Helpers as reluctant agents of Helpers as reluctant agents of changechange

Client inertia: reluctance to get Client inertia: reluctance to get startedstarted

Entropy: The tendency of things to Entropy: The tendency of things to fall apartfall apart



Client Inertia: Client Inertia: Reluctance to Get Reluctance to Get

StartedStartedPassivityPassivityLearned helplessnessLearned helplessnessDisabling self‑talkDisabling self‑talkVicious circlesVicious circlesDisorganizationDisorganization


Entropy: The Entropy: The Tendency of Tendency of

Things to Fall ApartThings to Fall Apart Self-regulatory failure: Programs for constructive Self-regulatory failure: Programs for constructive

change, even those that start strong, often dwindle change, even those that start strong, often dwindle and disappear.and disappear.

False hope: People often believe that they can False hope: People often believe that they can change more than they actually can. That is, their change more than they actually can. That is, their goals are unrealistic. False expectations lead people goals are unrealistic. False expectations lead people to reject more modest goals that they could actually to reject more modest goals that they could actually achieve.achieve.

Discretionary change: Change that is not forced in Discretionary change: Change that is not forced in one way or another is poor. one way or another is poor.

Decay curve: Attrition, noncompliance, and relapse Decay curve: Attrition, noncompliance, and relapse are the name of the game. Many people think that are the name of the game. Many people think that change will be easy. change will be easy.

People are often unrealistic about how life-enhancing People are often unrealistic about how life-enhancing successful change efforts will be.successful change efforts will be.


Resilience RevisitedResilience Revisited

People’s ability to hold themselves People’s ability to hold themselves together, bounce back, and grow.together, bounce back, and grow.

Getting Along Without a Getting Along Without a HelperHelper

The counselor helps clients with their plans for constructive The counselor helps clients with their plans for constructive change and then clients, using their own initiative and resources, change and then clients, using their own initiative and resources, take responsibility for the plans and pursue them on their own.take responsibility for the plans and pursue them on their own.

Clients continue to see a helper regularly in the implementation Clients continue to see a helper regularly in the implementation phase until the desired changes are “in place.” Then they move on phase until the desired changes are “in place.” Then they move on using their own internal and external resources.using their own internal and external resources.

Clients, after spending some time with a helper, join some kind of Clients, after spending some time with a helper, join some kind of self-help group to get the kind of support they need to continue a self-help group to get the kind of support they need to continue a change program successfully.change program successfully.

This may be complemented by an occasional one-to-one session This may be complemented by an occasional one-to-one session with the helper.with the helper.

Clients continue to see a helper occasionally, as the need arises.Clients continue to see a helper occasionally, as the need arises. Some clients, with debilitating psychological conditions such as Some clients, with debilitating psychological conditions such as

bipolar or manic-depressive disorders, may need ongoing help bipolar or manic-depressive disorders, may need ongoing help throughout their lives.throughout their lives.


Action Arrow Guidelines Action Arrow Guidelines for Implementing Change for Implementing Change

(Part 1)(Part 1) Understand how widespread both inertia and entropy are Understand how widespread both inertia and entropy are

and how they are affecting this client.and how they are affecting this client. Help clients become effective tacticians.Help clients become effective tacticians. Help clients form implementation intentions, especially Help clients form implementation intentions, especially

when obstacles to goal attainment are foreseen.when obstacles to goal attainment are foreseen. Help clients avoid both procrastination and imprudent Help clients avoid both procrastination and imprudent

action.action. Help clients develop contingency plans.Help clients develop contingency plans. Help clients discover and manage obstacles to action.Help clients discover and manage obstacles to action. Help clients discover resources that will enable them to Help clients discover resources that will enable them to

begin acting, to persist, and to accomplish their goals.begin acting, to persist, and to accomplish their goals.


Action Arrow Guidelines Action Arrow Guidelines for Implementing Change for Implementing Change

(Part 2)(Part 2) Help clients find the incentives and the rewards they need Help clients find the incentives and the rewards they need

to persevere in action.to persevere in action. Help clients acquire the skills they need to act and to Help clients acquire the skills they need to act and to

sustain goal-accomplishing action.sustain goal-accomplishing action. Help clients develop a social support and challenge system Help clients develop a social support and challenge system

in their day-to-day lives.in their day-to-day lives. Prepare clients to get along without a helper.Prepare clients to get along without a helper. Come to grips with the fact that helpers need to become Come to grips with the fact that helpers need to become

agents of change in their own lives.agents of change in their own lives. Face up to the fact that not every client wants to change.Face up to the fact that not every client wants to change.


Chapter 13[1]9e

Education

Transcript of Chapter 13[1]9e