Stages Of Change Model Essay

When speaking to my client I always have a positive body language always making sure I listen and take time to smile and make my client feel relaxed and at ease and able to trust me, and that I will deal will their needs in the best way for them.

The Stages of Change and decisional balance are practice tools currently interwoven in the practice model where I work in the child welfare system. This article contains key points involving the various stages of change and how this relates to pros and cons in terms of short term and long term decision making. Moving forward in my work, I will be more cognizant of interventions that promote a higher level of pros and a lesser degree of cons – noted in this article as a determining factor in change. In working with children and families in the child welfare system, I have found it beneficial to have the client (s) participate in a cost/benefit analysis exercise analogous with decisional balance in assessing stages of change. In this exercise individuals are able to examine the real and concrete pros of continued behaviors. For example, the use of violence for conflict resolution does have its share of pros. In my experience, clients are surprised when a social worker is able to conceptualize that there are short term pros associated with negative behaviors. If you are able to point out to the client that there are pros involved with this, for example an immediate sense of accomplishment, burst of adrenaline, sense of power, etc., they may be able to understand the immediate source of behaviors, often decisions made based on emotion. Upon further examination the cons

Accurate empathy - accurately sensing the client's world and communicating that understanding. Genuineness - self-awareness, honesty and openness; being real (not phony). Unconditional positive regard - accepting and valuing the client as a unique and worthwhile person, being nonjudgmental. Active listening - listening carefully and empathically to the client's story with undistracted attentiveness to 1) gain an understanding of the client's problem, 2) learn how the client thinks, feels and acts, 3) discover the client's strengths, assets and personal power, and 4) build rapport with the client. This includes maintaining comfortable eye contact and open body posture. Reflecting - mirroring the client's thoughts and feelings to demonstrate active listening and encourage the client to continue speaking. This includes: Restating - repeating verbatim the main thought or feeling expressed by the client. Paraphrasing - stating, in your own words, the main thought or feeling expressed by the client. This 1) lets the client know you are working to understand what they are communicating, 2) brings focus to the client's communication, 3) allows the client to correct any misperceptions or misunderstandings, and 4) encourages client self-exploration. Summarizing - summarizing, in your words, a set of thoughts or feelings expressed by the client. Open-ended questioning - Asking questions that require more than a minimal or one-word response by the client. They usually begin

Organizations do not change, people do (Sullivan and Decker, 2009). A manager’s responsibility is to manage people. Change is difficult for most people and managing through the change process is not an easy task. Many theories on managing change exist, but they basically have four elements: assessment, planning, implementation, and evaluation (Sullivan & Decker, 2009). A manager’s role is to examine each of these elements and apply them to the people that he or she leads.

This is a review of the Transtheoretical Model/Stages of Change Model developed by J. O. Prochaska and C.C. DiClemente to assess an individual’s readiness to change a behavior. In this paper, we will discuss the history of the theory and its constructs. We will also examine a diabetes study and the impact of TTM in conjunction with Social Cognitive and the Theory of Reasoned Action as applied urban African Americans with Type 2 Diabetes. In the application of TTM, what does success look like and how is failure measured?

Defining Change Change can be defined as an event that occurs when something passes from one state or phase to another, the result of alteration or modification, to lay aside, abandon, or leave for another, become different in essence; to lose one's or its original nature, to make different; cause a transformation, or to make or become different in some particular way, without permanently losing one's or its former characteristics or essence. There are many different views as to the complexity of change. Some may believe change is an illusion and nothing ever really changes. However, the majority, such as the post structuralism theorists, believe that change is inevitable. Change can be viewed

. I struggled with the urge to abstain naturally, but as the week went on the length of the cravings became lesser. By week two although I still remained abstinent but it is apparent that I am getting frustrated and losing hope. By week three I have broken abstention by consuming four out of the seven days. Week four I have now become fed up with having to quit energy drinks but I only consumed one out of the seven days. As learned in class, this is how the stages of change model works; it is a cycle that keeps going around until one day there is epiphany. Just like in the stages of change, once there is an action, then comes maintaining abstinence, and if there is a relapse then the person starts over again. This is exactly what I did.

If you are unable to build this rapport, you will go nowhere with a client that is either too embarrassed or not confident enough in your ability to help them.

The traditional change model consists of three steps: unfreezing, that is, recognizing the need for change because of some event or threat, the actual change actions and refreezing, that is, incorporating new ways of operating, and thinking into the everyday operations of the organization. Apply this model to the situation at the Coca-Cola Company at the point when the lawsuit was served in 1999.

Find out what is similar and common between you as the worker and the person as the client and affirm the similarities and commonalities.

After reviewing and researching the literature with respect to organizational changes, I have come to the conclusion that organizations have always changed. When everything in the world is changing, organization cannot remain islands. They must change to face new challenges. Bolman and Deal (2008) claim organizations have changed about as much as in past few decades as in the preceding century. Bolman and Deal (2008) claim means that the change organizations have experienced in the last decade are almost similar to those they experience in at the end of the twentieth century.

It is important to build rapport with your client/colleague as it gets there unconscious mind to accept and begin to process your suggestions. They are made to feel comfortable and relaxed-open to suggestions. Rapport is one of the most important features or characteristics of unconscious human interaction. It is commonality of perspective, being in "sync", and being on the same "wavelength" as the person with whom you are talking.

Burke (2014) stated that organizations change from day to day. The changes that take place in organizations can be intentional or unintentional. Generally, the changes that occur is accidental. It is important to have a broader and deeper knowledge of understanding organization change. Understanding what is currently happening as well as trends in which the organization is functioning can provide such awareness.

“Rapport connotes a relationship of mutual understanding and trust between two people and requires the ability to put oneself in the position of another. Empathy is an important skill in developing rapport with a client. It is trying to understand your client’s life experiences without having to experience them yourself” (Cummins, Sevel & Pedrick, 2012, p.151). A client needs to feel warmth and care from the social worker so they feel comfortable and that encourages trust and confidence. In addition, if a client feels understood they are more likely to share their feelings and

A need for growth in any organization to stay a viable entity must occur. Organizational change is inevitable. Just like anything in life, markets and cultures change which require constant attention and preparation. In order to be successful in any market, an organization has to be able transform itself to the needs for the market. CrysTel is no stranger to change. CrysTel is a telecommunication company with over 2500 employees and a gross income of approximately $200 million a year. Products included in there list of services include data cables, wireless solutions, and network development. The product profile is data cables, wireless solutions and network development. Because of the nature of