INTERVIEWING AND CASE MANAGEMENT SKILLS
Case management is processes that require professional and collaborative skills to assess, plan, coordinate, implement, monitor, and evaluate to meet specific standards of individual health needs. In the case of management, communication is essential, and with other available resources, quality health is promoted at low costs (Frankel, Gelman, & Pastor, 2018). The philosophy of case management requires guiding skills and principles to promote social change to clients and other stakeholders at large. Case management is evident in different backgrounds, such as medicine, nursing, social work, rehabilitation, and many other fields.
Case management is focused on improving resiliency and improving quality of life. It aims to better deal with shocks and other adversities that a client may encounter (Frankel, Gelman, & Pastor, 2018). Gaining this ability changes how the client may deal with uncertainties of life without stress. Institutions face many uncertainties, such as risks encountered when working toward goals and objectives. It improves the cultural behaviors of an organization when they are confronted with such difficulties.
Case management and interviewing promote collaborations and partnerships. In social work and medical case management ensures clients understand the happenings by giving them clear information. It looks at attentively listening to clients and all members of the client to prepare interviewing and case plans. Through this process, clients can make decisions. This promotes social change and creates a new way to achieve set goals and objectives.
Interviewing and case management work to improve the rights and interests of the client and ensure that clients’ rights and interests cause no harm or worsen their situations. Some interests are very harmful either to clients or their members. Through interviewing and cause management, such harms are eliminated, and a social change to doing well is put into considerations.
Interviewing and case management considers the difference in culture, tradition. Race, socioeconomic status, religion, sex, gender, and abilities are essential when looking for social change (Stephan, Patterson, Kelly, & Mair, 2016). Through interviewing and case management, such cultures and traditions are fully respected and considered to promote social change to the clients. To achieve social change, local solutions and community resources available are used, and it means fully appreciating them.
Respect for human rights is essential when promoting social change to clients. Consideration of children’s rights and other human rights is evident during the case management and interviewing process. The process encourages total respect for rights. For instance, child marriages violate child rights, and case management does not support it in its operation. Clients to case management are encouraged to respect all human rights, and these promote social change.
Confidentiality in interviewing and case management also improves social change (Stephan, Patterson, Kelly, & Mair, 2016). Social workers and medical staff are encouraged not to share any information about their clients unless necessary. Social change is achieved when the client builds trust in confidentiality if his or her information and is ready to share everything for assistance. When he or she has built trust, he collaborates and actively participates in the process; hence social change is achieved.
Interviewing and case management assures quality through job descriptions, supervision, and monitoring. When medical staff and social work understand what is required of them and supervised well social change is built. Through monitoring and evaluation, the process becomes more active. Social change is improved when commitment to the client’s issues is improved.
References:
Frankel, A. J., Gelman, S. R., & Pastor, D. K. (2018). Case management: An introduction to concepts and skills. Oxford University Press.
Alshabanat, A., Otterstatter, M. C., Sin, D. D., Road, J., Rempel, C., Burns, J., … & FitzGerald, J. M. (2017). Impact of a COPD comprehensive case management program on hospital length of stay and readmission rates. International Journal of Chronic Obstructive Pulmonary Disease, 12, 961.
Stephan, U., Patterson, M., Kelly, C., & Mair, J. (2016). Organizations driving positive social change: A review and an integrative framework of change processes. Journal of Management, 42(5), 1250-1281.