Consultation Skills for Mental Health ProfessionalsConsultation interventions are an increasingly popular alternative to clinical practice, allowing the practitioner to interact with and affect many different individuals and organizations. This type of work challenges mental health professionals, drawing on all the skills and resources they may possess, yet also offers some of the greatest rewards and opportunities for service. Filled with numerous case examples and checklists, Consultation Skills for Mental Health Professionals contains a wealth of information on this important area of practice. It provides a comprehensive source for working with a diverse clientele in a variety of settings, discussing both traditional mental health consultation models and the fast-growing field of organizational consulting. The guide is divided into four parts:
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Contents
An Abbreviated List of Coaching Methods and Techniques | |
Organizational Context | |
Causes of Underemployment | |
Leadership Management and Supervision | |
The Art of Negotiation | |
Executive Assessment Selection Interviewing and Development | |
Psychological Testing | |
Diversity Issues in Consultation | |
The Great Problem of Difference | |
The Nature of Organizations | |
Assessment of Organizations | |
Organizational Intervention | |
Practice Management | |
Clinical Consultation | |
Consultation Services for Special Populations | |
Derailment | |
Stumbling Blocks for Coaches | |
Working with Teams and Groups | |
Decision Making in Organizations | |
Training and Team Building | |
Case Example | |
Crisis Consultation | |
Glossary | |
References | |
Author Index | |
Other editions - View all
Consultation Skills for Mental Health Professionals Richard W. Sears,John Rudisill,Carrie Mason-Sears No preview available - 2006 |
Common terms and phrases
ability achieve activities American Psychological Association approach areas assessment behavior burnout career client clinical cognitive dissonance communication conflict create culture decision discuss diversity effective emotional Emotional intelligence employees environment ethical evaluation executive executive coaching factors feedback feel focus goals Human Relations Movement human resource identify impact important improve increase individual interaction interpersonal interpersonal relationships intervention interview involves issues Jeff Jeremy job characteristics model Job enrichment job satisfaction leaders leadership learning meeting mental health professionals motivation needs one’s organization organization’s organizational outcomes participants person perspective positive potential practice problems productivity programs psychological psychotherapy relationship responsibility role situation skills social specific strategies stress stress management structure style subordinates success task tend tests theory therapist therapy things trait theories types understanding values workers workplace