Chapter 4 - Cultural Competence

• Culture and communication
• Ethical responsibilities
• Anxiety and uncertainty
• Thoughtless versus thoughtful communication
• Dimensions of culture
• Obstacles to understanding

Chapter 5 - Attitudes and Boundaries

• Understanding attitudes; basic helping attitudes
• How clients are discouraged
• Seeing yourself and the client as completely separate individuals
• Erecting detrimental boundaries
• Transference and countertransference

Chapter 6 - Clarifying Who Owns the Problem

• Boundaries and power
• Client owning the problems; you owning the problem; both owning the problem

Chapter 7 - Identifying Good Responses and Poor Responses

• Communication as a process
• Twelve roadblocks to communication
• Useful responses

Chapter 8 - Listening and Responding

• Defining reflective listening
• Responding to feelings; responding to content
• Positive reasons for reflective listening

Chapter 9 - Asking Questions

• When questions are important
• Closed questions; open questions; questions that make a person feel uncomfortable
• A formula for asking open questions

Chapter 10 - Bringing Up Difficult Issues 

• Confrontation
• Exchanging views; when to initiate an exchange of views
• Using I-messages to initiate an exchange of views
• Asking permission to share ideas
• Advocacy: Confronting collaterals
• On not becoming overbearing

Chapter 11 - Addressing and Disarming Anger

• Common reasons for anger; why disarming anger is important
• Avoiding the number-one mistake
• Erroneous expectations for perfect communication
• The four-step process
• Safety in the workplace

Chapter 12 - Collaborating with People for Change

• What is change; the stages of change
• Understanding ambivalence and resistance
• Encouragement; communication skills that facilitate change
• From adversarial to collaborative
• Exercises that help people change

Chapter 13 - Putting It All Together: Exercises

• Combining skills and attitudes into practice

Chapter 14 - Documenting Initial Inquiries

• Guidelines for filling out forms
• Steps for filling out the new referral or inquiry form
• Evaluating the client's motivation and mood
• Steps for preparing the verification of appointment form

Chapter 15 - The First Interview

• Your role in the interview process
• The client's understanding
• Preparing for the first interview
• Meeting with the client

Chapter 16 - Social Histories and Assessment Forms

• Social history defined; social history settings
• Layout of social history
• How to ask what you need to know
• Writing brief social histories
• Using an assessment form
• Taking social histories on a computer; in the home

Chapter 17 - Using the DSM

• DMS fundamentals for the tool
• DSM5, the current diagnostic manual
• Making the code using DSM 5; multiple diagnoses
• Other conditions that may be a focus of clinical attention
• When the diagnosis does not quite fit or there is no number

Chapter 18 - The Mental Status Examination

• Observing the client
• Mental status examination outline

Chapter 19 - Receiving and Releasing Information

• Sending information; releasing information
• Directions for using release forms; examples of release forms; when a client wants you to release information
• When the material is received; other issues related to releasing information

Chapter 20 - Developing a Service Plan at the Case Management Unit

• Involving the client and the family
• Using the assessment
• Creating the treatment or service plan
• How to identify the client's strengths
• Individualized planning
• Understanding the barriers
• Goal planning

Chapter 21 - Preparing for a Service Planning Conference or Disposition Planning Meeting

• Goals for the meeting
• Collaboration
• Preparing your case
• Making the presentation

Chapter 22 - Making the Referral and Assembling the Record

• Determining dates
• Referral notification form
• The face sheet

Chapter 23 - Documentation and Recording

• The importance of documentation
• Writing contact notes; labelling the contact
• Documenting service monitoring
• Documentation; best practice; government requirements
• Do not be judgemental; distinguish between facts and impressions
• Give a balanced picture of the person
• Provide evidence of agreement
• Making changes to the plan

Chapter 24 - Monitoring the Services or Treatment

• Monitoring defined; the financial purpose of monitoring
• Collaboration with other agencies
• Advocating
• Responding to a crisis

Chapter 25 - Developing Goals and Objectives at the Provider Agency

• Client participation/collaboration
• Making objectives manageable
• Expecting positive outcomes
• Developing and combining goals and treatment options

Chapter 26 - Terminating the Case

• Successful termination; discharge summary