This book provides an up-to-date and practical approach to the concepts and applications of behaviour modification and features an innovative framework for integrating those concepts within the social services. Clinical examples drawn from eight in-depth case studies and a chapter new to this Third Edition on the cognitive behavioural approach affords viable access to significant influences currently in the field. Surpassing similar texts in its coverage of behaviour assessment, treatment planning and evaluation, this volume's clear and concise presentation make it indispensable reading.

Using a unique behavioral assessment and treatment planning framework, the updated Sixth Edition provides a systematic overview of behavioral and cognitive principles and their applications to a wide range of issues and situations encountered in human services professions. Up-to-date practice examples drawn from eight diverse case studies illustrate the range and versatility of the behavior change approach in an increasingly diverse and multicultural society, while an innovative chapter on clinical applications of behavioral and cognitive intervention techniques also addresses current influences in the field. This edition embraces the rigorous empirical foundations that have made this approach such a significant contributor to the national and international therapeutic milieu of the 21st century.

Behavior Change in the Human Services, Sixth Edition continues to provide a systematic introduction and overview of behavioral and cognitive principles and their applications to a wide range of problems and situations encountered in the human service professions. Designed for students and practitioners, the book uses a unique problem-solving framework to demonstrate how behavior change principles can be applied to practice situations. Martin and Sandra Sundel feature a detailed and sequential organization that encourages readers to move progressively through material of increasing complexity and to conduct self-assessments of their knowledge. The Fifth Edition includes eight clinical case studies and many new and engaging examples that address issues such as substance abuse, child behavior problems, assertiveness, marital discord, and developing appropriate social behaviors. The expanded chapter on intervention techniques incorporates empirically tested behavioral and cognitive strategies for addressing clinical problems such as phobias, anxiety disorders, depression, and other behavioral disorders. Current developments and trends in the field are discussed, including the movement toward evidence-based practice. This comprehensive yet accessible text also features figures, charts, and forms to demonstrate data collection and analysis. Any student pursuing a career in the helping professions, including social work, psychology, counseling, special education, nursing, and psychiatry, will find this book valuable

Organizations today { whether public or private { exist in environment s where the pace of change is dizzying. Human service organizations fa ce both external and internal challenges: The public demands better se rvices at more reasonable costs. Clientele is more diverse, more strat ified, and more vocal than ever. The organizations themselves must kee p up with rapid changes in technological innovation and labor-manageme nt relationships. Organizational Change: The Human Services Challenge looks at the context of organizational change, describes how individua ls and systems change, and pinpoints keys to successful change. Author Rebecca Proehl then presents a proven model of organizational change, built on lessons learned from both the public and private sectors, bu t tailored for human service organizations. Proehl also discusses in d epth labor union-management issues, the political strategies leaders m ust use to implement change, and how to build collaborative relationsh ips in human services.

It is widely acknowledged that many healthcare, behavioral health, and social service organizations provide less-than-optimal services and that the challenge of improving services depends on successfully changing organizational culture and climate. However, there are almost no organizational-level strategies that have been tested with randomized controlled trials. Building Cultures and Climates for Effective Human Services addresses the need for evidence-based organizational strategies for improving human service quality and outcomes by uniquely describing the authors' own case examples, nationwide studies, and randomized controlled trials to explain how organizational culture and climate can be assessed and changed. The two authors use their decades of research and practice experience in assessing and changing human service organizations to explain how organizations can improve the services they provide using the authors' ARC model, which effectively removes service barriers and supports the implementation of evidence-based practices and other innovations. The book also blends case examples with research from nationwide studies, regional experiments, and randomized controlled trials to explain the ARC model of organizational effectiveness and how it works to improve services. It provides a balance between theory, empirical research, and actual case examples to help researchers, organizational consultants, administrators, and service providers gain a practical understanding of how culture and climate affect services and how they can be improved. Furthermore, the text describes the three ARC strategies, each composed of multiple elements, to: (1) embed key organizational principles, (2) implement core organizational component tools, and (3) apply mental models to alter shared reasoning and beliefs that affect success. No other organizational-level strategies for improving services have been so well documented and tested.

Human service programming has been the focus of much public scrutiny, legislative action, and applied research in recent years. As a result, human service providers have learned to exhibit greater respect for the needs and legal rights of their consumers, the appropriateness and cost effectiveness of treatment procedures and service programs, and the per sonnel and facilities involved in providing services to consumers. Despite this encouraging trend, many human service agencies are still trying unsuccessfully to meet the two fundamental criteria of effec tive programming: (1) providing services that are effective in meeting the needs of the consumer and (2) equipping consumers to function indepen dently of the human service system to the extent possible. For example, there appears to be a general acceptance of the notion that custodial institutional service programs are needed, despite the fact that they are ineffective in rehabilitating and transitioning clients to the community and that they are difficult to change. In addition, although community based service programs have been developed as alternatives to institu tional placement, there is rarely sufficient transitional planning and pro gramming to facilitate the client's progress from the institution to the community. Although these problems generally are acknowledged, most human service managers and practitioners are ill equipped to deal with them. Specifically, the technology of human service management is in need of improvement. It is more theoretical than practical, and it lacks sufficient field testing and empirical validation.