Naila KF 4520210097 TUGAS 9 IS B

1. Help and
facilitating
Naila KF 4520210097 Interpersonal skills-B PHOTO 04/2021

2. Preface
Help and facilitation may be offered informally as part of the
normal day-to-day interactions we have with others.
Unfortunately, while many people spend a great deal of time
trying to help others, those others often find that what they are
offered provides little help. In other words, not all help is
‘helpful’. This chapter examines different approaches to helping
and facilitating. It also presents the main stages of one
approach to helping and facilitation that has been found to be
effective in a wide range of different circumstances and
identifies some of the most important helping skills.

3. Different approaches to helping
five approaches to helping presented in the
Helping Style Profile represent some of the ways
in which we might attempt to help others this
cycle-breaking endeavor can take many forms

4. Theorising
This approach involves
us in identifying
theories and
conceptual models
advising
This approach involves
us in telling clients
what they should do to
rectify problem given
situation
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Different approach to helping

5. Supporting
This approach involves
us in working with
clients to help them
express any feelings
and emotions
Challenging
This approach involves
us in confronting the
foundations of the
client’s thinking in
an attempt to identify
beliefs and values
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Different approach to helping

6. Information getting
This approach involves
us in assisting the
client in collecting
data that can be used to
evaluate the reinterpret
the problem situation
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Different approach to helping

7. Many of us lack an adequate overview of the helping process and
tend to concentrate our efforts on one aspect of facilitation.
We may need to confront clients about discrepancies between what they say
and what they do, provide them with feedback or help them gather for
themselves new information that will help them view their problem from a
different perspective. It may also be beneficial to introduce clients to
theories and conceptual frameworks that will facilitate their diagnosis
and action planning. In other words, any one approach, used in isolation,
may not always lead to an adequate level of understanding about a problem.
It may be necessary for us to draw upon a number of different approaches
as the client’s needs change.
Choice of style and the characteristics
of problem and client

8. Stage in the
helping
process
The three-stage helping model presented
here is based upon Egan’s integrative
approach to problem management. Stage 1
is concerned with identifying and
clarifying problem situations and
unused opportunities, Stage 2 with goal
setting, and Stage 3 with action
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9. Egan originally presented this process of identification and clarification
as one that involved two steps. He referred to them as the inward journey
and the outward journey.
The inward journey is concerned with helping clients tell their stories
and develop a subjective understanding of their problems. It focuses on
how the client sees things.
The outward journey is concerned with helping clients identify blind spots
and develop new perspectives. While the inward journey focused on helping
clients clarify problems from within their own frames of reference, the
outward journey focuses on the development of a more objective assessment
Stage 1 : identifying and clarifying
problem situations and unused
opportunity

10. Egan (1998) suggests that assessment for the sake of assessment,
exploration for the sake of exploration or insight for the sake
of insight is close to useless. This may involve identifying those
aspects of the problem that are to be tackled first. This process not only
helps clients identify what a more desirable scenario would look like, but
also points to the possibility of selecting alternative scenarios.
Stage 2 : goal setting : developing a
more desirable scenario

11. While Stage 2 is concerned with goals (ends), Stage 3 is less
concerned with ends and more with the means for achieving these
ends. It involves identifying different strategies for action,
and selecting and implementing the strategy that offers the
greatest promise of success.
In Stage 3 of the helping process we need to encourage the client to
identify and evaluate alternative strategies. We can use techniques such
as brainstorming to identify different ways of achieving goals, and the
chosen route may well end up comprising a combination of ideas derived
from different strategies.
Stage 3 : helping clients act

12. Sharing the helping model with clients
Egan (1998) values the theorising approach to helping. Not only
does he present his model as a cognitive map to give direction to
helpers when they are interacting with clients. He also believes
that clients should be told as much about the model as they can
assimilate on the grounds that they, like the helper, will also
have a cognitive map that will give them a sense of direction. If
they know where they are going they will get there faster.

13. Helping skills
Self-
awareness
Establish
rapport and
building
relationship
emphaty
Listening
to facts
and feeling
01
03 04
02
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14. Helping skills
Probing
information
Identifying
themes and
seeing the
bigger pitcure
Giving
feedback
Challenging
assumption
05
07 08
06
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15. What follows is a set of guidelines for the provision of helpful feedback :
● Helpful feedback is descriptive, not judgemental
● Helpful feedback is specific, not general
● Helpful feedback is solicited rather than imposed
● Helpful feedback is timely and in context
● Helpful feedback is usable and concerned with behavior over which the
client is able to exercise control
● Feedback can only be helpful when it has been heard and understood
Not all feedback is helpful

16. Core values
Egan (1998) and Reddy (1987) elaborate
the core value of unconditional
positive regard or respect to include:
● Being ‘for’ the client
● Signalling that the other;s
viewpoint is worth to listening to
● Suspending critical judgement
● Working with the client as a unique
individual
● Respecting client’ right to
determine their own fate
● Assuming the client is commited to
the goal of managing problems more
effective
Genuineness is important in the
helping relationship. If respect
for the client is faked, and if
such attitudes as openness and
interest in the client are not
genuine, there is a high
probability that this will be
detected by the client and that it
will seriously damage or even
destroy the helping relationship.
Being genuine involves being
honest, sincere and without
façade. It involves a refusal to
take on a stylised helper role.
respect genuineness

17. Different approaches to helping have been reviewed and some of
the factors that can affect the efficacy of different helping
styles have been considered. A three-stage model of helping has
been discussed. The first stage of the model is concerned with
identifying and clarifying problems and unused opportunities, the
second with goal setting and the third with action planning.
This chapter draws heavily on some of the basic interpersonal
skills discussed in earlier chapters, and highlights four skills
that are particularly relevant in the context of helping
relationships. These are empathy, probing, feedback and
challenging. The importance of two core values, respect and
genuineness, have also been discussed in the context of their
impact on the helping relationship.
Summary

18. Thank you
Source : Hayes,John. Interpersonal Skills at work