strategic thinking for socialwork(r)

8/13/2019 Strategic Thinking for SocialWork(R)

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STRATEGIC

THINKING forSOCIALWORK


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Dr Colin Benjamin OAM FAICD Life Member AASW !"#$

In%ro&'(in) %*e +CLATHRIN, on %*e fron% an& ba(- (o.er/

Cla%*rin forma%ion a% %*e S0na1/e %*a% i/ %*e )a1 be%2een billion/ of a3on/ an& ne'ron/

clathrin [klathr n]

(cell and molecular biology)

A protein that forms a lattice-shaped coating, through the assembly of subunits called triskelions, on the cytosolic

side of membrane regions called coated pits during the initial stages of receptor-mediated endocytosis. Invaginationof the pit results in a clathrin-coated vesicle.

Mi(ro1*o%o)ra1* of a (la%*rin ma&e '1 of %ri/-elion/ %o form %*e /*a1e of a /o((erball

Strategic Thinking models the way that clathrins carry information around the brain

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O'r S%ra%e)i( T*in-in) mole('le (on/i/%/ of %2el.e elemen%/ an& /i3 &imen/ion/ of ro%a%ion

4AGE

In%ro&'(in) %*e +CLATHRIN, on %*e fron% an& ba(- (o.er/ !

CONTENTS $S%ra%e)i( T*in-in) for So(ialWor- 5

C'rri('l'm-no2le&)e for 1ra(%i(e in So(ialWor- 6

W*a% i/ %*e 2or- %*a% 2e &o7 8

Main%ainin) o'r So(ial Li(en/e 9

Reframin) &efini%ion/ of/o(ial 2or- an&SocialWork :

C*an)in) &efini%ion/ ;

A&&in) %*e &i/%in(%i.e (om1e%en(e of S%ra%e)i(T*in-in) #"

COM4ARISON OF THREE ALTERNATIen elemen%/ of S%ra%e)i( T*in-in) #$

W*a% i/ S%ra%e)i( T*in-in) #5

A &o>en elemen%/ of So(ialWor- 1ra(%i(e #6

T*e #! Elemen%/ of %*e S%ra%e)i( T*in-in) ICOSA #8

Si3 Dimen/ion/ of So(ialWor- 4ra(%i(e #:

T*e T2el.e Be%%er S%ra%e)i( T*in-in) ?'e/%ion/ !!

In%e)ra%ion of %*e /%ra%e)i( %*in-in) 1ro(e// 26

S%ra%e)i( T*in-in)


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W*a% i/ %*e 2or- %*a% 2e &o7

(hen "e reak do"n the "ords social and "ork "e find that the Oxford 7ictionary defines

5social8 as 5rela%in) %o /o(ie%0 or i%/ or)ani>a%ion9 and :(ork3 as a(%i.i%0 in.ol.in) men%al

or 1*0/i(al effor% &one in or&er %o a(*ie.e a re/'l%#9

ollecti!ely this profession is defined y Oxford as 52or- (arrie& o'% b0 %raine& 1er/onnel2i%* %*e aim of alle.ia%in) %*e (on&i%ion/ of %*o/e 1eo1le in a (omm'ni%0 /'fferin) from

/o(ial &e1ri.a%ion

4ot all &os in the social "elfare field in 'ustralia re%uire eligiility for memership of the

''S(, although many do# In addition, experience sho"s that man0 o.er/ea/='alifie& /o(ial

2or-er/ 2*o ma0 no% mee% %*e member/*i1 eli)ibili%0 re'iremen%/ of %*e AASW ma0

mee% %*e member/*i1 eli)ibili%0 re'iremen%/ of o%*er or)ani/a%ion/ like the 'ustralian

Institute of (elfare and ommunity (orkers )'I((*#

;et3s face facts# (e must e ale to demonstrate superior !alue and differentiate''S( memers from other forms of social "elfare "ork if "e are to &ustify self-

registration as a professional entity# Co'n/ellor/ men%al *eal%* 1ra(%i%ioner/1/0(*o%*era1i/%/ 2elfare offi(er/ an& 0o'%* 2or-er/ (an all la0 le)i%ima%e (laim %o %*eO3for& &efini%ion of %*eir fiel& of 1ra(%i(e

In 2


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Main%ainin) o'r So(ial Li(en/e

There are three main linked aspects to uilding and maintaining our social licence to operate8

learly understanding and managing the rele!ant risks and opportunities relating to the

social licence to operate A through strategic thinking and proacti!e social de!elopment#

'cti!ely promoting pulic acceptance of the collecti!e trademark andpro&ecting professional integrity, social inclusion and social &ustice#

@ollo"ing through on issues raised, and deli!ering on promises constructed through open

and transparent discussions "ith key stakeholders )employees, suppliers, clients,communities, non-go!ernmental organisations* around issues that are important to them#

T*e fir/% 1oin% embe&/ %*e mana)emen% of ri/-/ an& o11or%'ni%ie/ in%o core professional

practices that legitimate the relationship et"een the practitioner and the people "ith "hom the

practitioner relates#

This is important ecause "hen something does go "rong, as is possile in any human ser!icerelationship, it allo"s the profession to demonstrate the measures it has taken to manage the issue

proacti!ely in order to protect the pulic and personal interests of all parties to such a

relationship#

T*e /e(on& 1oin%e/%abli/*e/ %*e /1e(ial (on%rib'%ion of So(ialWor- as a discipline that hasa social action commitment uilding professional competence , personal courage and authenticity

enaling us to ecome "orthy of the trust "e need others to place in us as indi!iduals, memers

of our communities or interest and as a source of social change and gro"th#

This is important to ensure that "e are measured y the impact that "e ha!e in applications of

strategic thinking to homeothetic processes that challenge the human ser!ices institutions in"hich "e practice and social conditions that are experienced as ine%uality and social in&ustice#

T*e %*ir& 1oin% i/ abo'% b'il&in) /oli& rela%ion/*i1/ 2i%* 1eer/ an& o%*er /%a-e*ol&er/ that

are ased on honesty, mutual respect and trust# Stakeholders should e ale to ans"er the

follo"ing %uestions in the affirmati!e8

're people listening to us and seeking out our contriutionB

7o "e maintain personal and organisational integrityB

're "e ale to promote social inclusion and social &usticeB

7o "e engage and maintain communities of interest respectB

're "e ale to influence and &ustify social de!elopmentB

T*e AASWJ/#ode of $thics !"#" %*e #ode i/ %*e (ore &o('men% 2*i(* inform/ an& )'i&e/

%*e e%*i(al 1ra(%i(e of /o(ial 2or-er/ T*e #ode of E%*i(/ e31re//e/ %*e .al'e/ an&

re/1on/ibili%ie/ 2*i(* are in%e)ral %o an& (*ara(%eri/e %*e /o(ial 2or- 1rofe//ion I% i/

in%en&e& %o a//i/% all /o(ial 2or-er/ (olle(%i.el0 an& in&i.i&'all0 %o a(% in e%*i(all0

a((o'n%able 2a0/ in %*e 1'r/'i% of %*e 1rofe//ionJ/ aim/

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http://www.aasw.asn.au/document/item/1201http://www.aasw.asn.au/document/item/1201http://www.aasw.asn.au/document/item/1201http://www.aasw.asn.au/document/item/1201http://www.aasw.asn.au/document/item/1201http://www.aasw.asn.au/document/item/1201


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C*an)in) Defini%ion/

The International @ederation of Social (orkers )I@S(* "ill meet in +elourne )in

>uly 2


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A&&in) %*e &i/%in(%i.e (om1e%en(e of S%ra%e)i(T*in-in)

The 'ustralian 'ssociation of Social (orkers )''S(* currently adheres to the follo"ing draft

definition of social "ork &ointly endorsed y the International @ederation of Social (orkers)I@S(* and International 'ssociation of School of Social (ork )I'SS(*8

%The social work profession facilitates social change and development, social cohesion,and the empowerment and liberation of people. 'rinciples of social &ustice, human

rights, collective responsibility and respect for diversities are central to social work.

(nderpinned by theories of social work, social sciences, humanities and indigenous

knowledges, social work engages people and structures to address life challenges and

enhance wellbeing." )*arch +!-).

The differences in orientation proposed are set out in the tale elo"#

C'rren% !"#$ Defini%ion M0 4ro1o/e& !"#5 Defini%ion

@acilitates social change andde!elopment, social cohesions and

the empo"erment and lieration

of people

@acilitates social change andde!elopment, social cohesion

xtending social inclusion, social

&ustice and the lieration of people

'ddress life challenges 'pplies strategic thinking to

identify opportunities for

"ork, personal and social

de!elopment, humanities and

indigenous kno"ledges

Cnderpinned y theories of social"ork, social sciences ,humanities

and indigenous kno"ledges

Cnderpinned y theories of health,social and political sciences, social

"ork, personal and social

de!elopment, humanities and

indigenous kno"ledges

Social "ork engages people and

and structures "ithin their

en!ironments#

Social(ork= empo"ers people

and structures to address life

challenges and enhance

rinciples of social &ustice, human

rights, collecti!e responsiility and

respect for di!ersities are central toto social "ork#

rinciples of social &ustice, human,

rights, collecti!e responsiility and

respect for di!ersities are central toSocial(ork= professional

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COM4ARISON OF THREE ALTERNATI


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A Do>en Elemen%/ of S%ra%e)i( T*in-in)

@or consistency and to assist in interpreting the models of Strategic Thinking "e

"ill e using, it is important to re!ie" the "ay that these elements ha!e eenestalished8 The construct of 5Strategic thinking9 is made up of a doEen key

elements that collecti!ely refer to a pattern of thinking and hait of mind that

enale consideration of oth simple and complex prolems# propositions and

puEEles and more importantly communication of that strategy to others# These are

# T*e na%'re of S%ra%e)0 Learnin)

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W*a% i/ +S%ra%e)i( T*in-in),7

's "ith many other astract, astruse and amiguous constructs, there is no commonly agreeddetermination of the nature and characteristics of strategic thinking# Strategic Thinking is a roader and

more inno!ati!e "ay of thinking on a daily asis aout the o!erall goals of &os, teams, and

organiEations# It is the key to using more links in the rain to find ne" and etter paths to progress#

0enichi Ohmae )/FG2* 5the ultimate non-linear thinking tool9 in contrast to con!entional systems-

ased approaches of thinking#9

$enry +intEerg )/FF?* 5 ' synthesising process utilising intuition and creati!ity "hose outcome is 5

an integrated perspecti!e of the enterprise9# 5###It is aout synthesis# It in!ol!es intuition and creati!ity#

The outcome of strategic thinking is an integrated perspecti!e of the enterprise, a not-too-preciselyarticulated !ision of direction#9reg ;oehle )/FF6* 5Strategic thinking in!ol!es the integration of se!eral types of mental skills and

techni%ues, as "ell as certain haits and attitudes, in the context of defining the prolem to e sol!ed

from an initially amiguous sea of unconnected data, and then sol!ing it# There is an element of risk instrategic prolem sol!ing ecause complexity causes uncertainty#

Dton ;a"rence )/FFF* 5Strategic thinking is fundamentally concerned "ith, and dri!en y, the

continuous shaping and reshaping of intent#9 5Strategic thinking refers to a creati!e, di!ergent thoughtprocessH a mode of strategy-making "hich is associated "ith re-in!enting the future, the creation of

ne" competiti!e space as opposed to struggling o!er slo" gro"th or shrinking markets#9

>ohn +ax"ell )2


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A &o>en elemen%/ of So(ialWor- 1ra(%i(eT*ere are a &o>en -e0 elemen%/ of So(ialWor- %*a% (olle(%i.el0 fa(ili%a%e

/o(ial &e.elo1men% an& /o(ial (o*e/ion enablin) 1eo1le %o infl'en(e %*eir

/o(ial en.ironmen%/ %o a(*ie.e /'/%ainable 2ellbein)

The profession is underpinned y theories of social "ork, social sciences, andindigenous kno"ledges# rinciples of human rights, collecti!e responsiility and

social &ustice are fundamental to practice, The central tenet of efficient, effecti!e

and effulgent practice uilds on the interrelationship et"een the professional

practitioner and other people applying elements of strategic thinking to uild self-

esteem, facilitates happiness and maintains personal identity#9

1. NEEDS IDENTIFICATION---the personal agenda for change

2. WANTS CLAIFICATION--- !al"es and des#red o"tco$es

3. %O&EOT%ETIC 'OAL SEE(IN'---determination to establishpatterns of intention that shape feelings, thoughts and actions toardspreferred and desired outcomes

). *o+er o!er ELATIONS%I*S--a"thor#t, po+er and #nfl"ence+#th others

. *o+er o!er INFO&ATION---#n/"#r#ng co$$"n#cat#ng anddec#d#ng

0. LEANED ES*ONSES- capac#t#es of no+ledge s#lls andatt#t"des

. *EFEENCE ESTA3LIS%&ENT4pr#or#t, sett#ng and strateg#cth#n#ng

5. *o+er o!er DECISION-&A(IN'---e$po+er$ent andengage$ent

6. *o+er o!er ESO7CES---access#8le cap#tal and soc#al cap#tal

10. %ar$on#s#ng $a#ntenance %O&EOSTASIS- $a#nta#n#ngsta8#l#t, of a multitude of highly complex interactions to maintain alance orreturn systems to functioning "ithin a normal range

11. E9*ECTATIONS: ESTEE&4de!elop#ng self-ass"rance andself-estee$

12. %O*ES ANTICI*ATION--- constr"#ng pos#t#!e en!#ron$ents

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T*e #! Elemen%/ of %*e S%ra%e)i( T*in-in) ICOSA

/# +'4'D+D4TA CANA B L U EThe consistent patterns of eha!iour of senior managers "ho are ale to organise the

relationships, resources, information and decision-making po"ers of our organisation so "e '4

plan, organise, direct and control the acti!ities of all memers in a strategically focused manner#

2# S$'JD7 K';CDSA IF- RR E DThe personal, team and organiEation practices associated "ith the "ay things are commonly

accomplished Laround hereL I@ "e choose actions that differentiate our organisationMs internal

en!ironment from that of other corporations#

1# STJCTCJDSA MST- M A U V EThe rules, roles and regulations that estalish lines of authority, po"er and influence o!er the

allocation of resources that +CST e supplied to maintain the le!el of re%uired organisational

response to changing internal and external en!ironments through standard and specified policiesand procedures, meeting rules and organisational arrangements

?# ST'0D$O;7DJSA NOW---B R O W NThe critical suppliers of resources and support "ho ha!e a !ested interest in the relationship

et"een their personal in!estment of effort and 4O( expect enefits deri!ed from theircontinuing history of association "ith the organisation andNor share holdings that entitles them to

some immediate assurance of a conse%uent payment, access or competiti!e ad!antage#

#ST'@@A SHOLD- N A V YThe standard operating procedures "hich go!ern the sources and actions of people includingexecuti!es, employees, associates, !olunteers and operational personnel "ho S$OC;7 energise

the organisationMs capacity to deli!er re%uired acti!ities upon demand through procedures such as

recruitment, selection, training and ongoing de!elopment practices#

6# S0I;;SA HOWA P I N KThe capailities and competencies that are used y our organisationMs teams, usiness units and

senior management that determine $O( to ensure that tasks, responsiilities and ser!ice

re%uirements are consistently applied to the pro!ision of a desired standard or %uality of productsand ser!ices#

P# STJ'TDIDSA WHICH- O R A N G EThe !ehicle or methods of approach to e taken to respond to pressures to ensure the success of

our enterprise ($I$ encourages risk taking, gaining specific ad!antages and "inning a greater

measure of internal, external and for"ard en!ironmental control#

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G# SCDSTIO4SA MA@-- G R E E NThe sources of change and choice for our organisation so that "e +' act more creati!ely,

delierately and urgently to refine, rectify, construct, de!elop and transform or re-estalish the

degrees of freedom to oth indi!iduals and the corporation#

F# SO;CTIO4SATHEN- BB L A C K

The techni%ues, applications and functions that contriute to organisational learning, continuousimpro!ement and inno!ation in usiness practices, production capacity and product de!elopmentso that "e could T$D4 e in a position to resol!e conflicts, sol!e prolems and pro!ide !iale

and sustainale ser!ices#

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Si3 Dimen/ion/ of So(ialWor- 4ra(%i(e

C A N %o C O L D

T*e fir/% &imen/ioni/ e//en%ial %o %*e 1ro(e// of e/%abli/*in) a (ollabora%i.e rela%ion/*i1

be%2een (lien% an& 2or-er ba/e& on 2*a% CAN be &one T*i/ e/%abli/*e/ a &i/(o'r/e %*a%

e/%abli/*e/ a /*are& a11re(ia%ion of %*e (on%en% an& (on%e3% of %*e (*an)e/ %*a% COLD1re/en% o11or%'ni%ie/ for im1ro.emen%/ in /elf=e/%eem an& in(rea/e& /a%i/fa(%ion 2i%* life

Social(orkers= start their relationship "ith those that seek their assistance y first estalishing a

relationship of genuine respect and trust that the client3s interests offer the ond and foundation

of a relationship exploring "hat '4 e considered and "hat OC;7 e addressed to impro!eany current situation,##

4othing '4 e achie!ed to resol!e the pressures that ring the client to the relationship until

the constraints and life conditions are discussed and sorted into "hat can and cannot offer a pathto greater life satisfaction#

lient-entred and erson-in-Dn!ironment practitioners ha!e to estalish "hat '4 make asignificant difference to "hat OC;7 e formed through a genuine and congruent relationship#

Other practitioners may start from different points including crisis inter!ention, prolem sol!ing

and risk management#

Dach form of practice has to in!ol!e a measure of "hat '4 e done to identify "hat OC;7

make life more meaningful and satisfactory through the collaoration# Social(orlers= facilitate

social de!elopment and social cohesion y applying this first step to mo!e from "hat '4 edone to "hat OC;7 ecome possile under areto-optimal conditions#

T*e )oal/ an& 1er/onal obje(%i.e/ of %*e (ollabora%or/ emer)e in %*e 1ro(e// of e31lorin)

/%ren)%*/ CAN an& barrier/ %o )oal a(*ie.emen% COLD T*i/ in %'rn lin-/ %*e ini%ial

a//e//men% an& &ia)no/i/ of fa(%or/ %*a% /'11or% or in*ibi% a((e1%e& be*a.io'r/ re'ire&

%o ma-e %*e mo/% of mo%i.a%ion/ %o %a-e ne(e//ar0 an& /'ffi(ien% /%e1/ %o2ar&/ )oal/ #

QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

IF7 %o IF ONL@ ONL@ IF7

T*e /e(on& &imen/ionre(o)ni/e/ %*e (on/%rain%/ an& (on%rol/ %*a% bo%* limi% an& ma-e

(*an)e/ ne(e//ar0 in %*e /o(ial an& e(onomi( en.ironmen% IF a(%ion/ are %o be %a-en %o

mo.e from %*e 1re/en%in) /%a%e %o2ar&/ a more 1referre& an& &e/ire& /%a%e

Dstalishing "hat matters to people seeking greater social inclusion and social &ustice sets up thepotential for collaorati!e efforts that achie!e collecti!e and social commitments to re!erse the

natural tendency for indi!idual interests to lead to fragmentation and conflicts of interest#

The process of !alues clarification and production of a social history confirms the person-in-

en!ironment nature of the collaorati!e exploration of desired goals )I@ O4;* and identifies

the necessary and sufficient actions and eha!iours re%uired to achie!e them )O4; I@*# Thisin!ol!es a collaorati!e interaction of in%uiring, communicating and deciding to determine

feasile options for change#

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In this second step a Social(orker= contriutes prior experience and an external perspecti!e to

extend the range of choices )I@* to e considered and applies elements of strategic thinking to

identify ends, "ays and means of achie!ing desired outcomes )I@ O4;*# That result can only

e reached "ith the consent and commitment of the client )O4; I@*#

Successful inter!ention to mo!e to"ards etter outcomes relies upon assessments of the costs and

enefits of any changes in prior haits and patterns of eha!iour# onsideration of intended

conse%uences )I@* uilds trust in the collaorati!e partnership )O4; I@* and extendsconfidence in taking necessary actions to mo!e to"ards stated goals and o&ecti!es) I@ O4;*#

So(ialWor- 1ra(%i(e *ere a//'me/ re/1on/ibili%0 for /'11or% of /o(ial &e.elo1men%

(on.er%in) -no2le&)e /-ill/ an& a%%i%'&e/ in%o mo%i.a%ion %o %r0 al%erna%i.e 1a%*2a0/ %o

1ro)re// Clarifi(a%ion of .al'e/ an& %*e le.el/ of (ommi%men% %o (om1le%e %*e jo'rne0

ONL@ IF be(ome an e//en%ial (om1onen% of %*e lon)er=%erm 1ro/1e(%/ of o.er(omin)

re/i/%an(e an& reinfor(in) 1ro)re// %o2ar&/ a)ree& )oal/

MST7 %o WILL7T*e %*ir& &imen/ione/%abli/*e/ 1a%%ern/ of a(%ion an& or)ani/e& o1era%ion/ %*a% MST be

%a-en %o en/'re mo.emen% a2a0 from le// 1referre& an& &e/ire& o'%(ome/ an& %o2ar&/

be*a.io'r/ %*a% WILL reinfor(e /%ra%e)i( in%en%

onsolidating the intensity of commitments that +CST e applied to exercise control empo"ers

and directs conscious a"areness of "hat (I;; install systematic forces ensuring lifestyleenhancing social de!elopment#

Identifying oth ade%uacy and access is a necessary step to enale homeothetic inter!entions onehalf of indi!iduals impacted y discrimination, pre&udice, disaility and other forms of social

exclusion#

$a!ing identified the social situation and the necessary and sufficient eha!iours of key partners

engaged in mo!ing to"ards the identified strategic intent, the social "orker confirms "hat

+CST e done and (I;; increase the prospects of success# It is assumed that the strength of the

commitment to gain the enefits of changed patterns of acti!ity "ill reinforce the implementationof processes, programs and pro&ects to achie!e desired results#

In this step the Social(orker= encourages and enales people to "ork together to alter lessdesirale patterns of relationships, resources, information and decision-making in fa!our of

actions that ha!e greater potential enefits and re"ards for success#

The complexity and inter-related nature of the !aried moti!ation to retain prior patterns ofresponse and resist changes that ha!e delayed or less immediately o!ious re"ards re%uires

significant

Ma-in) /0/%ema%i( effor%/ %o (*an)e 'nre2ar&in) a11roa(*e/ %o ('rren% (on&i%ion/ an&

im1lemen% /0/%em/ %*a% re2ar& )oal &ire(%e& %a/-/ reinfor(e/ ne2 learne& re/1on/e/ an&

re&'(e/ %*e infl'en(e of ol& *abi%/ B'il&in) '1on /%ren)%*/ an& a /erie/ of /mall a(%ion

/%e1/ enable/ %*e /*if% from MST %o WILL

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NOW7 %o THEN WHEN

T*e fo'r%* &imen/iona((e1%/ %*a% an0 1ro(e// of (*an)e in.ol.e/ a (ombina%ion of ener)0

%ime an& /1a(e %o e/%abli/* %*e /*if% from 2*a% *a11en/ NOW %o more &e/irable

en.ironmen%/ WHEN (on&i%ion/ are more orien%e& %o2ar&/ 1referre& an& &e/ire& f'%'re/

Schedules of action, for"ard plans, remedial inter!entions and responsi!e eha!iours in!ol!e

discourse et"een the social "orker and others impacted y the process and outcomes of change

from 4O( to T$D4# The temporal context is seen to ring together discrete elements and

influences on life experiences that shape and determine much of the content of our choices andestalish the systems that automate and manage most of the day-to-day patterns of eha!iour

In order to facilitate social de!elopment and social cohesion rather remedy or adapt to a series ofindi!idual prolem sol!ing eha!iours ad&usting to immediate conditions, it is necessary to adopt

a longer-term time scale to enale results to ecome measurale and memorale# eople seek

information aout the potential impacts of changes in their lifestyle and consider "hat "illhappen ($D4 changes take time to come into effect#

Social "ork assumes that people are entitled to gi!e informed consent efore making significantchanges in patterns of eha!iour# To enale realistic and considered choices aout shifts from4O( to T$D4 it is necessary to e a"are of the intended impact of alternati!e outcomes ($D4

changes are eing e!aluated#

D!aluation of alternati!e path"ays to progress ased upon comparisons of the impro!ement from

"hat happens 4O( to "hat is possile ($D4 and T$D4 also estalishes all stakeholders "ith

criterion for success#

T*ere are a 2i&e ran)e of %*eorie/ an& mo&el/ %*a% are a&o1%e& b0 2or-er/ %*a% mee% %*eir

nee&/ for (om1e%en(e an& (on)r'en% rela%ion/*i1/ b'% rela%i.el0 le// em1iri(al mea/'re/

%*a% /'))e/% WHICH are &eeme& more effe(%i.e or a11ro1ria%e %o %*e man0 1rofe//ional

(on%e3%/ for %*e 2or-

SHOLD7 %o MA@7

T*e fif%* &imen/ionre(o)ni/e/ %*a% mo.e/ %o2ar&/ /o(ial &e.elo1men% an& /o(ial (o*e/ion

re1re/en% e%*i(al an& ('l%'ral )oal/ ba/e& '1on a(*ie.in) )rea%er mea/'re/ of /o(ial

in(l'/ion an& /o(ial j'/%i(e

Dxisting social "ork practices are ased on collaorati!e "ork patterns, lines of authority andcurrent social construction that estalish a peer refereed set of performance that S$OC;7 e

maintained in relationships "ith clients, agencies and communities of interest#

This assumes that research and empirical comparisons of outcomes of prior patterns ofinter!ention generate the est prospect for etter outcomes in the future in the longer-term

interests of the clients#

Social(orkers= critically rely upon a commitment to increasing le!els of self-a"areness, self-

determination and self-esteem that are the foundation of the codes of professional practice and

code of ethics setting out the "ay practice S$OC;7 e pro!ided# 'ddressing the hopes andexpectations of indi!iduals and families means that people +' re%uire !ery different

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approaches to their respecti!e needs and "ants#

lient-centred and person-centred practice assumes that the "orker S$OC;7 seek different

"ays and means of supporting clients participation in identifying re%uirements and makingsuggestions of social policies that +' respond to communities collecti!e interests#

Dmerging social "ork practices arise through the consolidation of patterns of eha!iour that

S$OC;7 generate ne" and different ans"ers to prolems and +' find ne" ends, "ays andmeans of generating a stale, preferred reality for the people in!ol!ed "ho may ha!e !ery

different !alues, perspecti!es and life choices#

In*eren% in %*i/ .al'e ba/e& 1ro1o/i%ion i/ %*e .ie2 %*a% 2*a% SHOLD be &one an& 2*a%

MA@ &e.elo1 in a (ollabora%i.e rela%ion/*i1 relie/ '1on (lari%0 of 1ri.a%e in%ere/%/

1er/onal re'iremen%/ an& /o(ial 1riori%ie/ A(*ie.in) a)ree& o'%(ome/ relie/ '1on

/%ron)er /o(ial rela%ion/*i1/

HOW7 %o WHICH7

T*e Si3%* &imen/ion i/ %*e &eli.er0 1la%form for %*e (ollabora%i.e rela%ion/*i1 %*a% ma-e/ a/i)nifi(an% &ifferen(e %o %*e 1ro/1e(%/ of a(*ie.in) a)ree& )oal/ an& obje(%i.e/ forim1ro.emen%/ in le.el/ of life /a%i/fa(%ion

Impro!ements in social inclusion, social &ustice and social de!elopment rely upon focusedprofessional practices that in!est kno"ledge, skills and attitudes that determine $O( to increase

social cohesion and harmonious relationships#

The asic theoretical propositions of a de!elopmental approach to learning and personal gro"th

assume that people go through a series of life stages that uild capacity and competencies# eople

learn $O( to cope "ith and enefit from each of these stages ut are held ack if they do notmanage to ac%uire the necessary kno"ledge, skills and attitudes#

Social(orkers= estalished curricula and super!ised practice to increase their aility to frame

their relationship "ith clients and the "ider community to address prolems that sho" $O( toachie!e the mission, !ision, goals and o&ecti!es of the profession#

Strategic thinking represents a core discipline for social "ork practice setting oth priorities andstrategic directions to efforts that re%uire a redistriution of resources# The greater the range of

options and the higher the le!el of "ants, hopes and expectations, the more critical ecome the

plans, programs and priorities ($I$ are selected for action#

's there are no circumstances in "hich kno"ledge of future states and conditions could e

sufficiently comprehensi!e, identifying ($I$ patterns of response are o&ecti!ely etter,

$O( changes are to e implemented must e determined su&ecti!ely#

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T*e T2el.e Be%%er S%ra%e)i( T*in-in) ?'e/%ion/

Taking the clathrin and neural net"orks as a metaphor for the manner in "hich "e make up our

minds in the 2/stentury, it is possile to generate a series of t"el!e %uestions that encapsulate

the essence ofstrategic thinkingas an integrated frame"ork for information collection, coding,storage and integration#

/# '4B 52*a% i/ %*i/B9 BLE

2# I@B 52*a% &oe/ i% ma%%erB9 RRED

1# +CSTB 52*a% i/ %o be &oneB9 4R4LE

?# 4O(B 52*a% are o%*er/ )oin) %o &oB9 RJO(4

# S$OC;7B 52*a% /*o'l& be ma&e rea&0B9 NA


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T*e S%ra%e)i( T*in-in) Cla%*rin ne%2or-MATURITY INTER- GENERATIONAL

GROWTH YOUTH

Benjamin an& Carroll #;;9

T$D ;'T$JI4 JD;'TIO4S$I +'TJI

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In%e)ra%ion of %*e /%ra%e)i( %*in-in) 1ro(e//

The

lightening

olt9path"ay

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around the icosa8

: :'o;Can

-%Management

1. THE NATRE OF STRATEG@Strategy is c!"rise# $ t%ree &a'a(ce# a(# i(tegrate#c(ce"ts ) e(#s* +ays a(# !ea(s* 'i,e t%ree 'egs

s-""rti(g a st'. E(#s are the o!erall goals of the strategy- the o&ecti!es the strategy is

crafted to achie!e#

Ways are the methods and concept that enale parties to achie!e theirstrategic intent#

Mea(s identify the relationships, resources, information, decisions andactions re%uired to con!ert needs, "ants, hopes and expectations into

preferred and desired results#

Jichard Jumelt, regarded as 5strategy3s strategist9 )Good Strategy, Badstrategy, 2


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encompassing a long period of time, to achie!e a complicated goal#

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:-o;If

%$Shared values

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:&o;N!

ronStakeholders

6. STRATEGIC ALLIANCES3%e NO sy!&' i(#icates t%e i!!e#iacy $ t%e "rcess $&ser2ati(* rie(tati(* #ecisi( a(# acti( 7OODA8 t%ati(2'2es a c%ice &et+ee( Yes a(# N.

Age(ts $ c%a(ge see, t e(gage sta,e%'#ers t%r-g% aca!"aig( t get t%e! t c%a(ge "rir "atter(s $&e%a2i-r a(# c%se t s-""rt t%e 2isi(* !issi( ga'sa(# &9ecti2es $ t%e ca!"aig( rga(isati(.This process in!ol!es a process of campaign acti!ity at three le!els8

O"erati(s )responding to en!ironment and prior conditions*a(# Acti(s )initiati!es to achie!e shared goals and o&ecti!es*

Acti2ities )inter!entions to change one or more constraints*Success, inertia or failure in these three campaign le!els ultimately depends

upon a shift from conflict resolution )/Ge /e3'al (om1o/i%ion

/1a%io%em1oral (o*e/ion lea&er/*i1 /%r'(%'re &i.i/ion of labo'r

Social organisation may e seen to influence important social systems including the

economic system, legal system political system, cultural system, and others#

@amily, religion, la", economy and class are all elements of social organisation#

The usage of the term Lsocial organisationL may reflect !arious le!els of

stakeholder analysis and !ariations in their influence on social "ork fields of

practice#

On %*e ma(ro /(aleit can refer to the system of socioeconomic stratification )e#g#,

the class structure*, social institutions, or, other patterned relations et"een agents

of influence upon the distriution of po"er and resources#

On %*e me/o /(ale, it can refer to the structure of social net"ork ties et"een

indi!iduals or organiEations that shape the fields of practice and deli!ery of support

to indi!iduals, groups and communities "ithin the "ider society#

On %*e mi(ro /(ale, it can refer to the "ay norms shape the eha!iour of clientsand ser!ice pro!iders "ithin the social system and the "ay that relationships,

resources, information, decision-making and esteem shape the degrees of freedom

a!ailale to memers of a society#

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5Yo9

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>SOCIAL CONSTRCTS.16

strategic thinking for socialwork(r)

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