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E. Matilda Goldberg - Problems, Tasks and Outcomes: The Evaluation of Task-Centered Casework in Three Settings

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In the 1980s, although most social workers organised their time and described their work in terms of cases, research studies had cast serious doubts on the efficacy of working in this way. As a result, there had been growing anxiety about what social workers do, what they ought to do, and the training they needed.

Task-centred casework was an approach to social work which proposed a solution to some aspects of this dilemma. Growing out of the surprising results of an American research study, it broke free from the traditional psycho-analytic approach to casework. It aimed at clarity of purpose, a concentration on the clients perceptions of the problems, openness about clients and helpers intentions and agreement about what is to be done and achieved within a specified time.

Originally published in 1985, this book brings together three British studies that accompanied, and in some respects pioneered, the introduction of task-centred casework into the United Kingdom. The studies describe and evaluate task-centred casework with social services department clients, with young people on probation, and with men and women referred to hospital after poisoning themselves. The research suggests what task-centred casework can and cannot achieve, describes how clients experience it and seeks to define the skills it requires. The studies also provide some reasons why many previous studies of social work have failed to find evidence for social work effectiveness.

The book uses much case material to illustrate methods of task-centred casework and its outcomes as seen by clients, social workers, and an independent outsider. It should still be of interest to social workers, teachers of social work, and social work students. More generally, it will be welcomed by all those who are interested in building social work on a surer basis than anecdote and fashion.

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NATIONAL INSTITUTE SOCIAL SERVICES LIBRARY
Volume 17
PROBLEMS, TASKS AND OUTCOMES
First published in 1985 by George Allen & Unwin (Publishers) Ltd
This edition first published in 2022
by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
and by Routledge
605 Third Avenue, New York, NY 10158
Routledge is an imprint of the Taylor & Francis Group, an informa business
1985 Crown Copyright
All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe.
British Library Cataloguing in Publication Data
A catalogue record for this book is available from the British Library
ISBN: 978-1-03-203381-5 (Set)
ISBN: 978-1-00-321681-0 (Set) (ebk)
ISBN: 978-1-03-205187-1 (Volume 17) (hbk)
ISBN: 978-1-03-205193-2 (Volume 17) (pbk)
ISBN: 978-1-00-319649-5 (Volume 17) (ebk)
DOI: 10.4324/9781003196495
Publishers Note
The publisher has gone to great lengths to ensure the quality of this reprint but points out that some imperfections in the original copies may be apparent.
Disclaimer
The publisher has made every effort to trace copyright holders and would welcome correspondence from those they have been unable to trace.
PROBLEMS, TASKS AND OUTCOMES
The evaluation of task-centered casework in three settings
E. Matilda Goldberg
Jane Gibbons
Ian Sinclair
Crown copyright 1985 No part of this publication may be reproduced in any form - photo 1
Crown copyright 1985. No part of this publication may be reproduced in any form without the permission of the Department of Health and Social Security. All rights reserved.
George Allen & Unwin (Publishers) Ltd,
40 Museum Street, London WC1A 1LU, UK
George Allen & Unwin (Publishers) Ltd,
Park Lane, Hemel Hempstead, Herts HP2 4TE, UK
Allen & Unwin, Inc.,
Fifty Cross Street, Winchester, Mass. 01890, USA
George Allen & Unwin Australia Pty Ltd,
8 Napier Street, North Sydney, NSW 2060, Australia
First published in 1985.
British Library Cataloguing in publication Data
Goldberg, Matilda E.
Problems, tasks and outcomes.(National Institute social services library; no.47)
1. Social case work
I. Title II. Gibbons, Jane
III. Sinclair, Ian, IV. Series
361.32 HV43
ISBN 0-04-361053-6
Library of Congress Cataloging in Publication Data
Goldberg, E. Matilda (Elsa Matilda)
Problems, tasks, and outcomes.
(National Institute social services library; no. 47)
Includes index.
1. Social case workCase studies. 2. Social serviceGreat Britain
Case studies. I. Gibbons, Jane. II. Sinclair, Ian, 1938-
III. Title. IV. Series.
HV43.G59 1984 361.620941 84-12361
ISBN 0-04-361053-6 (alk. paper)
Set in 10 on 11 point Times by Setrite
and printed in Great Britain
by Billing and Sons Ltd, London and Worcester
PART I TASK-CENTRED CASEWORK IN TWO INTAKE TEAMS
by Ian Sinclair and David Walker
ACKNOWLEDGEMENTS: PART I
The work on which this report was based was carried out by David Walker as part of a programme set up by Tilda Goldberg. Further credit should be given to the social workers and their managers with whom the National Institute for Social Work collaborated on the project, and without whom it would not have been possible, and to the two assessors, Ms Blunt and Ms Moffatt, who carried out the follow-up interviews. Both assessors were trained social workers, and with their fieldwork colleagues they added much to the insights gained in the research.
Ian Sinclair was responsible for the analysis and write-up of the research and is indebted to Brendan McGuinness and Peter Gorbach for help with statistical advice and computing. Ann Mackenzie typed the report, and Raj Seegoolam provided most of the tables, both performing their tasks with a rare patience and courtesy.
Above all, thanks are due to the anonymous clients whose co-operation made the research possible.
Chapter 1 INTRODUCTION TO PART ONE
BACKGROUND TO THE PROJECT
The widespread doubts about the place of social work in social services departments arise in part from its lack of an agreed theoretical basis. Most social workers in these departments organise their time and describe their activities in terms of cases, and at one time they could readily have justified this framework by an appeal to their expertise in social casework. Unfortunately, as we have described in the Introduction, there is now a common disbelief in the efficacy of casework, with the result that social workers lack generally accepted tools for the job they appear to be doing. In response to this dilemma, social workers could retreat from the practice of casework altogether, or alternatively they could become clearer about what it is and why it is important.
In keeping with the first of these responses, there has been a growth of interest in group work, community work, the use of volunteers, community social work and various forms of radical action which focus on general issues rather than individuals. Clearly, there is much that is attractive in such solutions. Social work with individuals may patch up the wounds, but can do little about the war, or even the battle: there is a moral as well as a financial appeal in the idea that the community might care for its own. Yet while it is pleasant to look forward to the millenium of good neighbours, reliable volunteers and robust self-help, there are certain things which these resources cannot of their nature achieve. Social workers are alone in being able to exercise certain statutory functions (for example, those related to the reception of children into care), have access to resources in a way which community groups do not, and have a legitimacy as advocates for other resources which is again not generally shared. To judge from research studies of local authority practice (for example, Goldberg and Warburton, 1979) social services departments have given a focus to their efforts by concentrating on those individuals and families in respect of whom they might have to exercise statutory powers or for whom they have particular resources. The use of these powers and resources involves decisions about individuals in which social workers are usually crucially involved. In so far as this continues to be true, it is unlikely that social casework in social services departments will ever wither away.
The second solution to the dilemma posed by the attacks on casework, and the one shared by the editors of this book, is to develop and test more effective methods. The attempt to do this has led directly to task-centred casework, and an understanding of the merits of this method in social services departments requires a brief description of the criticisms themselves.
One of the first and most influential criticisms of casework was made by Barbara Wootton (Wootton, 1960). Her view propounded before the Seebohm Report was that most social work theory was pretentious and foolish:
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