By Nancy Summers Published by Brooks Cole Cengage Learning 2009

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Presentation transcript:

By Nancy Summers Published by Brooks Cole Cengage Learning 2009 Fundamentals of Case Management Practice: Skills for the Human Services, Third Edition Chapter Eleven Addressing and Disarming Anger By Nancy Summers Published by Brooks Cole Cengage Learning 2009

COMMON REASONS FOR ANGER The client is angry about something the agency has done. The client is angry about something you have said or done. The client is fearful about the way his life is going. The client is exhausted from trying to cope. The client feels overwhelmed by the problems. The client is confused by all the policies, circumstances, others’ reactions to her. The client feels a need for attention and attempts to obtain it with anger.

WHY DISARMING ANGER IS IMPORTANT Eliminates an obstacle to true understanding. Shows the client you respect the message. Enables you to understand the problem. Disarming anger also: Enables you to understand the problem. Allows you to practice empathy. Focuses on solving the issues and problems.

DO NOT TAKE CLIENTS’ ANGER PERSONALLY This is the number one mistake workers make when dealing with angry clients. There are numerous reasons clients become angry that have nothing to do with us. Taking anger personally may cause you to say or do things that will permanently damage your relationship with the client. Even when you believe the client is angry with you move on to looking for a solution with the client.

ERRONEOUS EXPECTATIONS FOR PERFECT COMMUNICATION It is not realistic to expect that clients will: Never get angry, particularly with us. Always be appreciative. Never raise doubts. Not criticize us. Will not resist our ideas or even plans we developed with them. Believing these things is a trap. We become disillusioned with the work and the client and tend to treat the client punitively or with exasperation.

DISARMING ANGER IS A FOUR-STEP PROCESS 1. Be appreciative: “Thanks for letting me know this.” or “I appreciate your feeling you could share this with me.” 2. Ask for more information without grilling: “Can you tell me more about when this happened?” 3. Find something with which you can agree: “I can see how we missed this when we went over the other clients appointments.” 4. Begin to focus on a solution: “I have some thoughts about how we could avoid this in the future. What are some of your ideas?”

WHAT YOU DO NOT WANT TO DO Do not become defensive - defending yourself makes others angry and you lose the opportunity to solve the problem. Do not become sarcastic or facetious - when you thank clients for their comments or agree with something you could sound sarcastic, especially if you are feeling defensive. Do not act superior - accept that it is alright for you to be wrong in your perceptions or your behavior and it is alright for the client to be wrong too. Do not grill the client - when you ask questions for a better understanding don’t ask one after the other in a doubtful tone.

LOOK FOR USEFUL INFORMATION If you listen to the message and not the anger, you can benefit from useful feedback you may be getting. Sometimes the client is bringing useful information that will help you or your agency make constructive changes.

MANAGING AN ANGRY OUTBURST Be concerned when people move to anger that seems about to be out of control, involves threats to others, or actual aggression. Staff play a role in diffusing such a situation. Use: 1. an even tone of voice 2. reflective listening, and 3. relaxed movement Remain calm