| THE CRISIS IN SOCIAL WORK Firstly, Let me give you a relatively constructive context for this critique. It will be needed. The motivations of most Social Workers, when they are first drawn to the work; for the intention of 'helping' people to overcome family and social problems, have not greatly changed over the years. Students of Social Work and most of their Tutors, seek to adhere to the Ethic of Social Work and focus on the holistic, integrated support of families and communities. OK - Social Work, worldwide, is in crisis. Who knows what the purpose, or intention, of the Social Work Profession is now? It has become Corrupted, Self Seeking, Self Protecting, Defensive, Apologetic, Shanghaied, Impoverished, Intellectualised, Legalistic and often Cheapskate. If you are in training you may not think so. That is because the literature paints a completely different picture to the realities. Don't be disillusioned though, things really can't get much worse, can they? Well, that is up to you! Harsh? I don't think so. This critical perspective reflects the impotent 'social benefit' impact of all but a relatively few, resilient practitioners, enthusiastic and idealistic students and probationers, a substantial number of quietly complaining Senior Practitioners, significant numbers of disillusioned and sometimes collusive (jobs worth), old hands and Team Leaders. So, who is doing the real, constructive, risk management work these days? Community Care Officers, they are cheaper and less disillusioned. The sighs of frustrations of all can be heard on entering any Industrial Park, or Tower Block, Area Office. This is supplemented by view of 'people centred' practitioners, filling in 'people centred' boxes, on 'people centred' electronic forms, on 'people centred' computers, designed by 'people centred' technologists, directed by 'people centred' executive managers. The perfect illusion has been created and the most highly trained, intellectually astute, 'people centred' practitioners need no longer meet clients, except to Assess Needs and implement Legal Proceedings. I know that Social Workers exclusively assess needs, because I was told this, in no uncertain terms, by an Adult Care, Service Manager, when I questioned the appropriateness of the service being provided to a young adult with learning difficulties. I was a young Residential Care Manager at the time, prior to joining the Officers Club. I was also told, by the same Manager, that Care Workers (my 'expert' Care Team) should continue to apply themselves to the physical care, irrespective of the challenges that befall them, as a result of restricted resources (basically 'shut up and get on with it'). We were working alternate 12 hour shifts to cover 7/24 at the peak of crisis. Well, assessing Needs and Risks has gradually been transferred over to Community Care Officers and Support Workers, along with basic Review Assessments and Care Coordination (Now that the appropriate boxes, on the appropriate forms and screens have been finalised as safe for use by 'people centred' monkeys, once they are trained up for the work). A good job they do too; Community Care Officers and Support Workers that is, we have not employed Monkeys yet. Cant find enough willing to work for the peanuts these days. Little has changed in the attitudes, on the Care Worker front, although, I have to admit, the conduct of Social Work Managers is now more politically corrects, if frequently just as condescending towards Social Care. This just leaves Social Workers (in theory) attending to the legal wranglings and capacity issues, confrontations, places of safety arrangements, crisis intervention, replying to complaints and the supervision of their arms, legs and eyes (support workers & probationers). Some manage to wrestle some real, preventative and reparative Social Work from the Crisis Intervention referrals and Duty Calls. In the main, they are hindered by the fact that they have to wait till a developing crisis has reached the level of 'critical and Substantial' before they can legitimately apply themselves to undertake any real social work tasks. I have been lucky enough to protect my therapeutic social work practice, but this was by effectively moving into the health service domain. Here too, the Critical & Substantial criteria often means that we have to sit and watch as crises develop, before we intervene constructively (or otherwise). Apparently, it saves money and we are notcontracted to do sub substantial work. The collapse of Social Work (the Independent Practitioner Profession) mainly reflects the legacy of substantial numbers of 'never quite got the idea', Executive Managers, over-responding to political & social pressure & criticism, most of which they had help generate in their formative years (and inexplicably continue to generate, having learned the lessons). They are not alone. Executive (and not so Executive) Managers in other Statutory Services seemed to think that it was also in their best interests to transfer to commercial styles of operation. These are members of Maggie's Minions, who elected to subvert Community and choose instead, quasi-commercial operations, pretending to be social entrepreneurs, utilising the Alan Sugar, Gordon Ramsey, 'bully boy' modes and management styles. Managers without 'leadership' competence, or scruples, much like many of the political leaders and followers of the time, and since. only practitioners in the Mental Health field can fully appreciate the 'delusional' nature of these 'power stances', and the bipolar character of institutional change. How do I know? I was there when it all started. Unusually, I am still there, watching and picking up the pieces where I can, with help from other die hard 'pragmatic' idealists. Well, we are back from the wilderness folks. Radical Social Work is needed once more. The Social Work profession is not the only one that is reasonably open to this kind of criticism. I could equally criticise other professions, including Nursing, Teaching, Policing and the legal system in general. Each have developed similar kinds of identity problems. Public confidence in most professions has largely collapsed due to the failures of the institutions to provide consistent, good quality, client / patient services, using the professionals that are available to the best effect. Most professionals have lost control of the ethical & moral, motivations & perogatives, which had previously driven them to 'give service'. This includes the Legal Professions, who have significant impact upon all of our clients & patients, especially in respect of defence & mitigation and in manipulating for litigation. It is, however, in Social Work and Social care that I am best qualified to criticise from the perspective of our own declared Ethics and standards. I am confident that there are brave contributors form the other disciplines, who will eventually elect to As an independent Profession, on a par with GP's and Consultants and even Senior Nurses, Social Work has lost the plot 'big time'. Its not going to happen as things are (if it ever had the chance). Senior Health Care professionals, the like of GP's and Consultants, have centuries of empire building practice. Their lobby is very powerful. Social Work has made so many mistakes and has become Institutionally judgmental and prejudiced, imposing unrealistic, middle class values on and increasingly divers and vocal community. Social Work, as an independent, cohesive body of Generic Practitioners and associated Specialist Social Works, along with its allied Social Care Professionals, providing a beneficial direct services, is all but dead. Social Work systems and structure are in constant flux, chaotic change for change sake. Rural regions are as much as 30 years behind their Cosmopolitan sisters and brothers. As a Line Manager one 'instructed' me; Social Workers 'Assess'. He meant this as a criticism of a Social Care worker giving their considered opinion on the needs of a client. he same Manager said of an overworked Social Care team, complaining of stressful, understaffed conditions; 'but you a re 'carers', its your job to do it'. That was 30 years ago, 15 years ago another Social Work Line Manager told me; 'You have to be realistic. Social Work is now the intellectual end of Social Care. Don't kid yourselves. Social Care is seen as the poor, unskilled, cheap support agency to Health Care. The UK perspective is closest to my own understanding and I will tend to concentrate on the UK, but I know that there are similar problems else where. Many of the dangers we face in UK will become increasingly apparent in other cultures and countries. Those viewing these discussions from the third world will probably wonder what the problems is. Relative to the Family, Community and wider social problems of Africa, parts of South America & Asia, or even Easter Europe, we probably look in good shape. Well, that is where the problem lies really. Relatively speaking, at a superficial, material level, we do appear so. The problem is that a great many 3rd world and developing countries are taking on our attitudes and philosophies and replacing perfectly good 'local' perspectives and practices with rather corrupted, institutionalised western social work ideologies Any Comments: Email: Terry@visitweb.org There are some links on the right that may be helpful: | Any Comments?: Email: Terry@visitweb.org Are you stuck in Overwhelm? All too often we 'put up with' and 'slog it out' when work gets too demanding. That is; when the work goes into 'overload, or, as the American's like to call it; a state of 'Overwhelm' (as distinct from the more pathetic state of 'Being Overwhelmed', where we can be identified as culpable in some ridiculous managerial way). It is usually in our nature, as professionals, to strive to meet our critical, 'person centred' obligations and objectives. These are not just those responsibilities as they are interpreted and laid down in Policy & Practice Guidelines (as our bosses would like us to accept. These, additional 'felt' and 'actual' obligation, include the Ethical and associated Legal obligations and the natural sense of responsibility we feel towards those we have been given some professional responsibility for; To ensure their security and personal wellbeing, appropriate to our defined roles. (See Note 'a' below) Clients come first and meeting the other demands of the Institution, even the 'unreasonable' ones, is part of the package which allows us to continue to meet Client needs. Where resources are adequate (if not perfect), this is usually possible without too much distress. It is worth noting, at this point, for reasons that will become evident later: Previous competent practice, without undue stress, is evidence of general employment competence. Areas of shortfall may have been identified and agreed, but our general practice is pretty well established as acceptable, within the first 3 - 6 months of employment. Unless formally determined as not the case. Now; there are times when there is an obligation to comment on how client's needs and risks are being compromised. This can be for various reasons. Ethical and Legal guidelines will largely determine when this is the case and Policy will help us identify when these situations have become critical. One of these times can be when your own and your colleagues, physical, psychological and emotional health is being affected by the workloads, frequent changes, harassment and other unacceptable conditions and factors of the employment. If practitioners are unacceptably stressed, to the point where functioning is inhibited, or if they are disempowered to the point that they are unable to fulfil their professional obligations, then clients can be put at unacceptable risk. It can be difficult, if you are also having personal difficulties (not unusual with work stresses), to identify what problems are due to personal life issues and which are due to unreasonable workloads. Which comes first is not critical, what is critical is to identify the excessive demands on workload at that time. Such circumstances have to be considered by responsible managers / employers. It is often useful to identify, where you can, when exceptional &/or unreasonable demands first started to be made on workloads. That noted, excessive & disabling demands and conditions should be reported through the established process within the organisation. It is important to do this early and to do so politely, without specific accusations. Lay down the facts and communicate them by Memo or eMail (cc them appropriately). Include the essential point of concern and support these with enough factual detail as to substantiate and discriminate between your various concerns. In the past, in many organisations, it may have been possible to have frank and open discussions about these employment workload issues. That time is now largely gone, but test it out. Cover yourself by ensuring that Managers, at each appropriate level, become aware of your growing concerns. Discuss these developing problems with Colleagues and get their perspectives also. Record incidents that arise from the ensuing pressures & distractions and report these to Managers. Keep everyone informed of the increasing risks to Clients, Carers, Self & Colleagues. This is as much a part of Health & Safety, as it is a requirement of professional ethics and good employee relations. Institutions and their Managers are under considerable pressure, financial, legal & administrative. They are unable to meet all the professional and institutional obligations with the resources that they have at their disposal. Some of these factors are beyond their control and some are due to the poor management of resources that they do have available. Manager, like ourselves, become defensive when they feel criticised, or accused. Often these deficits and contradictory requirements are beyond a Manager's control. This is an issue that may have to be taken higher, at a later stage. It is too easy for Employers to displace responsibilities onto us, using references to existing, often extensive, Policy Directives. It is not uncommon for the problems to be identify as shortfalls due to our inefficiencies & our neglect in following Policies. Managers are human and can do this in error, or as a prejudiced reactions to the induced work stresses of their own. Some are just bullies! Employers are now more inclined to seek to demonstrate general, or professional incompetence, once the persistent effects of these shortfalls have bitten into our confidence. Try not to let things get this far. Record and politely broadcast your concerns describe the impact of these on Clients, yourself & Colleagues. (See Note 'b' below) Your immediate Manager may be very reasonable, recognise the 'overwhelm' of workload and appreciate the unreasonable demands this places on upon you. It may even be possible to separate out and identify the contribution made by workload and personal issues. Some are competent to do this fairly. Often both are closely linked and the tendency is for the work to interfere in personal life. A good manager will adjust, or compromise the workload as best they can, to relieve the stresses, whatever the causes. If this problem is affecting other colleagues, this can become increasingly difficult, as it can place additional burdens upon them. Whether the problem can be resolved, or not (short term, or long term), it is important to record and report the difficulties and risks it produces, for your own and your clients safety and security. As the risks escalate, keep recording and politely informing Managers, escalating the level progressively. If you feel that there has also been a temporary impact on your 'competence', ensure that this effect is registered as consequential of unreasonable workload stresses. Accept any reasonable support to rectify and resolve these effects. No Blame, No Shame - live to the principle, even if others don't seem to have the courage. At some stage, where the deficits in resources are recognised as having a general effect, Senior Line Managers are usually called in. Their task is then to adjust team workloads, perhaps by temporarily restrictions on intake or, provide supplementary support for a time. They will also usually inform referring agencies of the crisis. If you take this gentle, determined approach you are likely to get your clients needs and risks addressed. Your own issues, and possibly those of colleagues should at least be partially met also. Such an approach generates trust in most instances, but there are never any guarantees. If your gentle approach fails to gain the respect of Managers it is important that you take a more formal line. This should remain polite and factual, well documented, argued and evidenced. It should carefully follow procedures and you are advised to get professional support from solicitors and unions, etc. For more details on dealing with employment issues, Workplace Bullying, Abuse and Dignity at Work issues, please refer to our other sections, follow our links and seek wide ranging advice from a number of quarters. Note 'a' Incumbent Ethical & Legal Responsibilities: These are Ethical and Legal obligation that Employers have to be aware of and accept into our on-going practice, when they choose to employ us. These do not need specifically stating, because they are an integral part of our registered, professional status, or otherwise legal requirement, place upon us in our employment, to disclose vulnerability and risks to clients / patients. These professional obligations and responsibilities are lodged with the GSCC, RCN, CSCI, GMC, other 'professional' registration bodies; incorporated into 'Codes of Practice'. In addition, there are more general professional / statutory organisations which state general professional duties and specific Legal & Ethical responsibilities, in more special circumstances. This does not mean that we are obliged to take these responsibilities directly on-board ourselves, but it does mean that we are required to take actions to ensure that the risks and needs are met adequately, by referring your professional concerns into the system appropriately. It is also reasonable that you seek to be informed what general actions are being taken to reduce the risks, and the approximate timescale involved. These broader ethical and legal responsibilities are not limited to those who are 'allocated' to us but also to anyone else we meet professionally, during the course of our work, and in many instances, that we become aware of in our more private lives. This is particularly the case with 'Children at Risk' and risks to 'Vulnerable Adults'. It is not enough that you are suspicious, or have an opinion, you have to be able to qualify and evidence your concerns. This said, the legislation and guidelines governing these issues is complex and beyond simple memorising. It is good professional practice to report all evidenced concerns that put clients and members of the community at risk. The Law is there as a safety net. It is not intended to replace good citizenship, excellent professional practice, or sound common sense. This is a mistake that Managers, as well as Professional, often make. Note 'b' Interlude:
I met my first distressing incident where a local authority worker had been targeted in this way, when I was about 10 year old.
I listen to the story he told my mother and was shocked at the level of his distress he expressed. He was clearly an intelligent and dedicated worker and gave his credible account well.
He described how he had identified irregularities in the practices in his Local Authority department. I won't go into details but he explained the progressive impact on the security of his position and the consequent affect on his general health.
This experience had a lasting effect upon my awareness of seriously bad management and institutional practices. I have never forgotten and have helped others in similar, bullying, incompetent management situations. Additional Commentary:
I have been around a lot and met some of the best Practitioners & Managers. I have also met some of the worst.
The best were variously qualified and unqualified Social Workers and Care Workers (along with other professional groups of course).
The worst were usually qualified - fact. They felt they had least to loose for being inept, judgmental & variously incompetent, I suppose.
Some of the very best were unqualified when I first met them. Some, like myself, either remained so, or had this thrust upon them :-). Here are a few stories of dedicated Social Work and Social Care practice. In good practice, it is almost impossible to distinguish between the two camps. We are none of us Radical, too proud to be associated with each other.  In the stages of preparation
Any Comments?: Email: Terry@visitweb.org NOTE: This Document is still at some stage of development. You are invited to respond and comment on its content and its logic. If you return to the document at a future date, you will be able to see its continued development, hopefully reflecting your own and others commentary. I thank you, in advance, for any contribution that you make. Please also feel free to visit and contribute, in any valid way, to these and other social issues, through our Forums. There is also a Chat Room and protected Chat Space for more serious group discussions and individual counselling. Please feel free o use this space for your legitimate activities. Copyright: Although you will see very few reference to other formal writings in this document, I acknowledge general recognition to the discussions and debates that I have had with students, practitioners and clients over the years. Most of the ideas and theory has evolved through this rather pragmatic process (operational research), rather than any formal reading. If any content of this document describes concepts, theory, or ideas that have been established else where, (prior to my writing, either here or else where - in part or in full), I acknowledge their entitlement to claim them as their intellectual property for financial purposes, if they can evidence this. I also reserve the right to retain them as my intellectual property, with due recognition to those who have made direct contributions, including other writers, should I identify such a past influences. Other than this, I invite you to share and copy any content, to the benefit of intellectual debate and the benefit of individuals and groups, without restriction, other than it be used for constructive purpose, in the wider context of my writing. Should you wish to use any material presented here 'as is', I ask that you then make reference to myself and the web site. The 'Reading Date' would be a useful 'publishing date' for the Current Edition. 1980 is the core publishing date for most of the basic ideas and theory (unless stated otherwise). This 'Reading Date' may be an important part of this 'reference', as the document (by its 'internet fluid' nature) will be constantly changing and this may affect meaning and interpretation, for those following up on such a reference at a later date. Thank you for your cooperation. TRC. eMail: terry.couchman@visitweb.org |
