Central to the therapist's role in client-centred therapy is respecting the clients values as well as maintaining a therapeutic nonjudgmental attitude. This relationship can be even be more important, especially if the client doesn't have any family or friends. Because most clients seems to have lost a sense of value within themselves, having someone perceive them as a valuable person, capable of personal growth, should have an encouraging affect. The goals of the client-centered therapist are congruence, unconditional
Sometimes clients come to therapy were the counsellor will know little or nothing about the condition the client has. Research in this case may be a form of invaluable guidance to the counsellor in terms of providing a “default therapeutic stance” upon on the initial encounter. Although research in counselling can only tell us possibility of something happening, Cooper (2008) points out that this knowledge can be priceless when there is nothing else to refer to. Research in counselling can also be beneficial to the counsellor in terms of helping the counsellor to gain an understanding of therapy from the client’s perspective. Cooper (2008) points out that research gathered on the clients experience of counselling may challenge the “assumptions and expectations” that counsellors possess on
Rogers also believed that people are inherently good and creative. However, he thought that people could become destructive when a poor self concept (how one sees oneself in comparison to others) or external constraints override the valuing process. Rogers thought that for a client to experience therapeutic change, certain conditions had to be present within the relationship. These conditions he called “The Core Conditions”, which were empathy, congruence (genuineness) and unconditional positive regard (respect). When Rogers talked about empathy, he meant the therapist should continually try to understand the client from their point of view (enter into their world to get a sense of how it feels)
Due to the fact that procedures are relatively consistent, the management team has devised a “conflict management chart”. This chart was made for upper and lower management to follow the appropriate measures in resolving matters. Ms. Rose states, “there was in the past some misunderstanding in terms of dealing with conflicts among staff and the team management believed by creating a conflict management chart it would be beneficial for the facility” (J Rose, personal communication, July 21, 2011). However, if matters worsen within the lower- level management, it was advisable that the matter should be dealt with by those in upper management. This would include Janice Rose, director of care, and Rosemary Okimi, administrator.
Carl Rogers died in 1987 but his legacy lives on and is being carried on by other psychologists who shared his views and believe in his method of counselling. This approach of working is best described by Rogers in his own words: ‘it is the client who knows what hurts, what directions to go, what problems are crucial, what experiences have been deeply buried’. (Rogers 1961). Rogers is saying that the client holds the knowledge to heal themselves, the counsellor needs to provide the client with core conditions in order for the client to be able to educate themselves. I am going to explore the core conditions that Carl Rogers uses in his theory of person centred counselling.
This excellent service can be done by those that care about our world and the people that inhabit it. Service can be serving others in some helpful way. The main idea of service is that the individual isn’t the most important and other people could use help and good advice. Being a good leader means that the leader knows how to serve the people he is working for. Leadership is another trait that can’t be easily developed, but only with thorough diligence and dedication.
It works best when feelings are authentic – that is you genuinely care about other people and have their interests at heart. To get the outcome you want, you need to influence others to get the desired effect. This hinges on getting connected with what others want. Seek first to show that you understand and can empathise. Without feeling the respect and trust that comes from rapport, the rest of the conversation and relationship will have little impact.
I believe that this incident was a way to build trust on my second visit when I did not lecture Mike as he had expected. * “Rapport - the client needs to be able to talk openly and honestly, and the therapist needs to be able to listen without judgment”. I allowed Mike to tell his version, and challenged some of his * “Collaboration - the therapist and the client must work as a team to develop mutual understanding, and to set and follow through on goals.” I asked Mike to apoligise to staff as a goal and explained the reasoning and positive consequence that could occur for him including the court team’s view that he made attempt to make his wrong doing right. (Hartney E, 2009) As Trotter C (2004), explained that Engaging involuntary clients involves a pro social approach, where the therapists focuses more on the client and more on the solutions to the problem and this approach involves four steps; 1. Acknowledging pro social behaviors such as when Mike made a positive choice to apoligise to the youth
To me this is absolutely true. Why should we spend our time fearing the inevitable? We are given only a few short years to experience the world, friendships, loves, and losses. Even the bad experiences teach us to appreciate the good ones. This doesn’t mean we should all go out and be terrible people just so we will appreciate our good experiences, but rather that we should learn from our mistakes.