T H R E S A G M O D L The skilled helper Gerard Egan (1975)

How I am going to get what I want/need? The Model Stage 1 The Current Scenario Stage 2 The Preferred Scenario Stage 3 Acton Possible Actions The Story Possibilities Change Agenda Blind Spots Best Fit Leverage Commitment Plan How I am going to get what I want/need? What I have/got now ? What I want /need? Well formed outcomes

Stage One Processes To learn to manage problems clients need to understand them first ‘What’s really going on?’ This stage explores the current state of affairs; The problem situation Blind spots; missed opportunities LEVERAGE ; Helps clients focus on significant concerns

1.1 The Story This stage involves developing a trusting relationship with the client based on congruence, empathy and UPR Use the counselling skills of; attending, paraphrasing, reflecting, silence, summarising and open questioning Help the client to identify problems & resources they have

1.2 Blind Spots Seeing problems & situations more objectively Exploring any unused opportunities Helping the client to focus on their situation Using the communication skills, focusing skills and challenging skills: What problems an I avoiding? What opportunities am I ignoring What am I overlooking or refusing to see? How am I being dishonest with myself What don’t I want to do? If other’s were honest what would they tell me? ‘The skilled Helper’ (2002)

1.3 Leverage help the client to work on issues, problems choices that will make a difference (to this client – big, small, slowly or quickly, minimal impact or big payoff) If the problem is complex where does the client begin? The helper helps the client to see their problem in terms of; Feelings, Thoughts & Behaviours It may mean starting on the easiest problem in order to give the client confidence to explore more difficult issues. A Step by step approach Perhaps dealing with a crisis situation first .

Stage Two Processes Help clients to identify possible goals – ‘What solutions make sense for me?’ Help clients to identify possible goals – what do I want instead of what I currently have? Choices & change what do I need vs what do I want? How much do I really want this change? What am I willing to ‘pay’ for it?

2.1 Possibilities Help the client set a range of opportunities in order to become better choosers and make better choices – informed decision making Is what they want achievable and realistic If they got what they wanted how would life be different. What would it look or feel like?

2.2 Change Agenda want into viable agendas for change (plans) At this stage the helper is Helping the client to translate what they want into viable agendas for change (plans) Helping to set goals in terms of clear and specific outcomes

Helping the client to commit to their goals 2.3 Commitment Helping the client to commit to their goals This is a difficult as clients/people find it difficult to commit to change This stage can perhaps be characterised & summarised by exploring the following questions: How much do I want this? How hard am I willing to work to achieve it? Am I choosing this freely – self determination & autonomy? How much do I believe in my ability to achieve this change? How motivated am I to succeed? What barriers exist to me committing fully to this change? Can I minimise these barriers? What resources may help me? Is this the right time to effect this change?

Stage Three Processes ‘How do I get what I need or want?’ Help clients to identify possible ways of getting the outcome they desire How many ways are there of getting what I want / need? Which of these suits me best? What will work best in my situation, with my resources, what suits my own values best, which will have the least negative impact for others? What kind of plan? How do I make it all happen?

3.1 Possible Actions Brainstorm strategies for action How many ways can the client get where they want to go? Think creatively

3.2 Best Fit Which action best fits the client’s resources, preferences and life? Needs to fit the client’s values Needs to be achievable and realistic and fit in with their environment A checks & balances approach

3.3 Plan Help formulate a plan of action Step by step plan to accomplish their goals Which actions are priority What is the appropriate time frame Which steps may need further sub-steps

Action leading to valued outcomes Evaluating the process What will you do if the plan stops working? – contingency How to avoid procrastination – what’s really stopping me? What incentives can you identify to maintain action How will you manage set backs What other supports might you need once the ‘helper’ is no longer available Do you need to develop other skills to sustain and maintain the change Was it enough to simply explore change without taking action Action leading to valued outcomes