Expectancies client, challenges

The following six assumptions that professionals have about clients may cause distress in the therapeutic relationship if not challenged. After each commonly held belief is a realistic way to view the concern. When you notice yourself holding one of these errant assumptions about your client, follow this exercise to remind you of the reality of the situation, using the statement of reality to challenge the related errant expectation. See Chapter 5 for more information on challenging errant thoughts and assumptions. 

Many new challenges can arise after treatment for partners. A family therapist can prepare the partner for these challenges as part of a family orientation to aftercare. Such a meeting will occur around the same time as the client develops his or her continuing care plan just prior to discharge from treatment. The family therapist may address adjustment concerns that many partners experience when a client is discharged from treatment. The family therapist can prepare the partner for what to reasonably expect from the loved one after treatment ends. 

A strategy that can be used to renew commitment to the posttreatment recovery plan is called the decision matrix. The decision matrix is quite similar to a prosand-cons list used when a client or potential client is in the contemplation stage of change to enhance motivation. This strategy is particularly useful to challenge the rise of positive expectancies during a chain of events that place the client at risk for a lapse. 

A sound project definition enables the organization to begin the project in a systematic manner it sets the tone and establishes the project s direction, opens channels of communication, forms a basis for client and stakeholder trust, and tends to bring to the surface any client concerns or challenges. The risks of not having a sound project definition include false starts, inadequate communication, confusion among the participants, and failure to meet the client s and other stakeholders expectations. 

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