The counselling interview : a guide for the helping professions / Helen Cameron.

Includes bibliographical references (pages 177-182) and index.

Introduction -- The purpose of this book -- Who is the interviewer? -- The helping model in this book -- Qualities of the effective professional helper -- Using this book -- Overview of Processes, Stages and Contexts of Helping -- Processes and stages within the single interview -- Beginning the interview effectively -- Responding with a range of reflective and empathic responses -- Managing direction and movement throughout the interview -- Achieving the work of the interview -- Managing the conclusion of the interview -- Stages in the helping process over several interviews -- Stage one - making a connection, exploring issues and gathering relevant information -- Stage two - locating client strengths, directions and goals -- Stage three - action strategies for change -- The contexts of modern interviewing practice in the human services -- Personal and social contexts for modern life -- Values contexts in professional practice in the human services -- Organizational contexts of human service work -- Gendered contexts of interviewing -- Chapter Overview -- Making the Initial Connection with Nonverbal and Verbal Skills -- Nonverbal skills: key processes in connecting -- The unspoken realm of communication -- Gender and culture in nonverbal communication -- Effective nonverbal behaviour in the interview -- The classic nonverbal attending position -- Furniture and physical surrounding for interviewing -- Avoiding physical barriers -- Forward body lean -- Space considerations in body positioning -- Use of eye contact and qualities of eye gaze -- Relaxed use of attending functions -- Facial expression -- Hand gestures and other body movements -- Head nodding -- Psychological attending -- Following skills in the counselling interview -- Verbal 'door openers' -- Occasional sub-verbal sounds -- Minimal reflections -- Appropriate attentive silence -- Verbal foundations of empathic responding -- Maintaining the reflective approach -- The concept of active empathy -- Reaching for shared meaning in the interpreted interview -- Background issues to consider in using an interpreter -- Roadblocks to empathic interview management -- Chapter Overview -- Paraphrasing as the Foundation of Effective Responding -- Reflective components of the paraphrase -- Reflection of feeling -- Immediacy as a quality of feeling reflections -- The nature of feelings -- Expanding vocabularies to accurately acknowledge clients' feelings -- Feeling word lists -- Reflection of situation -- Reflection of behaviour -- Linking components to make a paraphrase -- Examples of paraphrases -- Order of components in a paraphrase -- Ways to help clients to identify and link feelings, situations and behaviours -- Self-talk and internal behaviours -- Separating feelings from situations /behaviours -- Strengths perspective in paraphrasing -- Purposes of summaries -- Chapter Overview -- Prompting the Client and Recording the Interview -- Causes of inappropriate probing -- The difference between questions and probes -- Open and closed forms of probes -- Directed and restricted probes -- Probes to avoid -- Why questions -- Leading or suggestive probes -- Advice disguized as questions -- Double and garbled questions -- Accidental questions -- Probes in different stages of interviewing -- Purposes of questions or probes in different stages -- Using probes to help clients to be more specific and detailed in exploring issues -- Using probes to focus on clients' strengths, needs, wants and goals -- But avoid probes asking the client about final solutions -- Recording processes in the interview -- Pressure of notetaking -- Taping or video recording interviews -- General consideration of all types of recording in interviewing -- Chapter Overview -- Managing the Focus of the Interview -- The importance of a preliminary mapping of the issues -- Defining focus points in the interview -- Initiating the interaction effectively -- Getting started -- Defining purpose and scope -- Planning the interpreted interview -- Tensions between empathy and direction -- Interviewing clients who seem unresponsive -- The issue of client 'resistance' -- Focusing the over-talkative client -- Managing transitions between points in the interview -- The nature of transitions -- Types of transitions -- Steps and processes in the well-managed transition -- Selecting the issue for focus -- Summarizing the main points from an issue or aspect of the client's story -- Signalling the worker's intention to shift the focus -- Using an open probe to make the shift -- Empathic responding to the client's follow-on material -- Concluding the interview -- Chapter Overview -- Goal and Action Work with Clients -- Importance of the behaviour element in preparing for goal focused work -- Forms of client behaviour -- Visible, external behaviours or actions -- Internalized behaviours -- Reframing clients' negative thinking -- Recognizing patterns in clients' thinking -- Helping clients with blind spots -- Focusing on goals and managing client change processes -- Goal directed thinking - or not! -- Internal thought processes and goal-focused work -- The positive impact of well-formed goals -- Well-formed goals -- Keep goal talk simple -- Goal bridges and the miracle question -- Brainstorming strategies -- Best-fit approach to selecting strategies -- Turning goals into solution-focused action - the path to change -- The importance of small 'baby' steps towards change -- Case study - Jo's plan of baby steps toward change -- Motivational interviewing approaches -- Phases of motivational work -- A framework for assessing motivational states -- Building motivation for change -- Strengthening clients' commitment to change -- Cognitive-behavioural strategies -- Background issues in the development of CBT -- Continuing importance of inner language and self-talk in behaviour change -- Conditioning and cognitive learning theory -- Cognitive information processing -- Self-attribution and constructive narrative -- Resilience in goal and action work -- Chapter Overview -- Managing Crises: Violence, Self-Harm and Anger -- Crisis management in interviewing -- Sources of crises -- Interviewing emphases with clients in crisis -- Clients who threaten violence and self-harm -- Self-protective plans and clients with violent backgrounds -- Clients who discuss suicide -- Professional obligations to warn and report -- Managing anger in interviews -- Practitioner and client anger -- Issues about expressed and repressed anger -- Anger, stress and hostility -- The uses of anger -- Chapter Overview -- Self-care in Counselling -- Defining stress -- Three phases of the general adaptation system (GAS) -- Alarm or reaction -- Resistance or adaptation -- Exhaustion -- A case study of stress -- Susceptibility and resistance to stress -- Control issues and stress -- Professional burnout -- Symptoms of professional burnout -- Learning to survive - strategies to manage stress and burnout -- Organizationally located strategies -- Maintaining physical health and well-being -- Defending oneself with communication skills -- Building internal control -- Growing resilience in self and others -- Support and supervision as stress management -- The value of reflexive learning in practice -- Layers of learning in reflexive practice -- Challenges to the reflexive mode of practice -- Transformative learning practices -- Chapter Overview and Conclusion -- Epilogue.

Machine converted from AACR2 source record.