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Strength-based practice is a social work practice theory that emphasizes people's self-determination and strengths. It is a philosophy and a way of viewing clients (originally psychological patients, but in an extended sense also employees, colleagues or other persons) as resourceful and resilient in the face of adversity. [ 1 ]
Pulakos et al. [1] developed a scale for adaptive performance based on their eight-dimension model. This scale, the Job Adaptability Inventory (JAI), contains 132 questions (15 – 18 questions per dimension). Another similar tool is the I-ADAPT measure (I-ADAPT-M) developed by Ployhart and Bliese, [3] based on their I-ADAPT theory.
SFBT is strengths-based [9] [18] and supports clients' self-determination. [12] Using the client's language, SFBT uses the client's perspective [ 12 ] and fosters cooperation. [ 19 ] The focus on the strengths and resources of clients is a factor in why some social workers choose SFBT.
Clifton and his team developed the test using Gallup's historical polling data, interviews with leaders and work teams, and consultations. They identified four primary strength domains: executing, influencing, relationship building, and strategic thinking. Within those domains, they identified 34 strength areas: [3]
For example, teachers and parents need strategies they are able and willing to use and that affect the child's ability to participate in community and school activities. By changing stimulus and reinforcement in the environment and teaching the person to strengthen deficit skill areas, their behavior changes.
Meaningful Life: inquiry into the meaningful life, or "life of affiliation", questions how people derive a positive sense of well-being, belonging, meaning, and purpose from being part of and contributing back to something larger and more enduring than themselves (e.g., nature, social groups, organizations, movements, traditions, belief systems).
For example, when learning a row, focus first on driving your elbows behind you rather than every component of the movement (like engaging the biceps muscle, activating the rhomboid, etc ...
This is an example of a distractor, which is a situational cue that created a negative outcome when a relevant trait is activated. [4] In this example, the organizational cues of whether a high sociability environment is expected between coworkers would influence the strength of the cue and the level of activation.