2. “We need to talk about TOM”
1. Quickly read about Tom and discuss in
pairs how you would proceed with this
case, given the information that you have
see handout
3. Different Ways of
Thinking About Problems
Nobody can help Tom.
Tom has too many problems for me to deal with.
Tom needs to change before I can help him.
I can only work with Tom’s family.
Someone else should deal with this.
I know exactly how to help Tom.
I need to work with Tom, his family and other
professionals.
4. Complex Problems
• Quick Fixes are often illusory and
can undermine positive change
processes
• Problems do not simply exist
within an individual
• Problems can be thought of as
Socially Constructed
5. If we accept that
problems are socially constructed
• We understand that problems exist within
complex systems
• We need good working relationships
• We need to use enabling dialogues
• We must acknowledge the explicit and the
hidden within ourselves and others
( adapted from Co Moira- Understanding
and promoting Change)
6. Language of
Influence and Persuasion
• We use language every day to make a
case or form an argument.
• Some approaches are more persuasive
than others.
• It is important to recognise and evaluate
these when listening to others especially in
meetings to help avoid ‘Groupthink’ or to
reduce the impact of feeling pressured.
7. Language of Influence
• We respect authority: I am an expert…
• Vivid description: Lots of details
• We love a Narrative: Once upon a time …
• Systematic Vagueness: Somebody told me…
• Empiricist Accounting: Numbers, data,
• Rhetoric of Argument : It works with others
• Extreme Case Formulations: WORST EVER!!
• Consensus and Corroboration: We all agree..
• Lists and Contrasts: All the other children
can
8. Assessing the Costs and
Benefits
Implications and Consequences
If you do X what might happen?
If you don’t do X what might happen?
What are the short term costs to child/adult?
What are the longer term costs?
What are the hoped for benefits?
Are there any other risks that need to be
considered?
9. Reflection
Monitor and evaluate your decision after
6 weeks, 3 months, longer.
• Predicted Positive Outcomes
• Unexpected Positive Outcomes
• Predicted Negative Outcomes
• Unexpected Negative Outcomes
10. Be Aware of Decision Fatigue
• Quality of decisions
deteriorate after a
long session of
decision making
• Irrational trade offs or
poor choices that are
regretted later
• Park your Judgement
of others: Poverty
leads to high levels of
trade off and impaired
self regulation
11. Managing Decision Fatigue
• Recognise it and take a time out
• Your willpower can become overloaded if
you don't take breaks and build strength
over time.
• Talk to colleagues
• Use problem solving frameworks
