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Rating: 
Summary: "Impossible to Put Down! "
Review: A sophisticated yet readable romp through a forest of traditional and current psychotherapies that leads to "clearing in the woods", an empirically based, outcome focused approach to change. The authors serve up one case example after another skillfully applying "the four common factors" for positive client outcome. The authors deconstruct the deconstructionists as they take us a quantum leap forward where the "client is the expert" and the therapist listens for and utilzes, the client's "theory of change". My graduate students loved this text! I highly recommend this wise,wry,and practical text to fellow clinicians brave enough to walk out into this "clearing in the woods". Our clients' and students' are there... waiting for us.
Rating:
Summary: Stop Shifting Responsibility For The Failure of The Theory!
Review: An inspirational follow-up to Escape from Babel: this book gives both a robust challenge to the phenomenon of resistance and the labelling of some therapy veterans as 'impossible' cases. Over the five-year study period, the authors encouraged other therapists and agencies to refer 'impossible' cases - known in the UK as 'heartsink' clients - to them. Anne Wilson Schaef argues that there would be fewer 'impossible' or 'untreatable' clients if those responsible for their care had to re-frame this impossibility as a personal deficit; e.g., "I do not know how to treat this client effectively", rather than the more typical, "This client is impossible/untreatable". In documenting case after case, the authors demonstrate that they have taken up Wilson Schaef's famous challenge to the therapy profession to stop locating the responsibility for intractability in the client, and that for success in the therapist. The book identifies the therapeutic conventions that trap therapists and clients in the wasteland of impossibility, from where there is no escape, and where no further growth can be anticipated. When both clients and professionals believe in impossibility, they tend to:
·anticipate trouble;
·elevate theory over the client's practical experience of living the therapy in the multi-contextual world outside the therapeutic hour;
·refuse to question the appropriateness of the models and techniques despite absence of improvement;
·neglect client motivation.
The authors report that successful outcomes can occur with even the most heartsink cases when therapy accommodates the client's worldview and informal 'theory of change'. They argue that practitioners have much to learn from placing their confidence in therapy veterans' own resources and capabilities. Rather than regret the loss of control and status that this might imply, the authors celebrate this new emphasis, "It is the unpredictability of client methods and accomplishments that makes this work fun". With due humility the authors quote the opinion of a 10 year old 'impossible' client: "So, what I'm saying to all psychiatrists is we have the answers, we just need someone to help us bring them to the front of our head. It's like they're [the solutions] locked in an attic or something".
The authors discuss many cases and describe how to:
·optimise the client's participation in therapy;
·collaborate with the client and establish a co-therapy alliance;
·leverage the power of the client's resources and theory of change;
·honour the client's motivation.
The authors successfully argue that the practice of (frankly disrepectful) labelling de-humanises clients, and can insidiously legitimate a lack of optimism that the clients can expect alleviation of the conditions that distress them. As with their other work, their strongest argument is that clients are co-therapists, not cases to be managed with a pre-formulated care plan that resembles a manual of Standard Operating Procedures. This book has many lessons for the field of performance coaching, both for teams and individuals. Recently I met an engineer who had been referred to me because his manager and colleagues claimed that he need coaching in both time-management and effective listening: I was warned that he had been sent for similar training on previous occasions, but had 'failed to learn anything'. Within 20 minutes of meeting him, it was apparent that although the engineer had unquestioningly accepted the labelling/assessment of his colleagues, the labels were wrong. He was overloaded with responsibilities, rather than incompetent, or incapable of learning. Influenced by the arguments of this book, we outlined a programme that more closely reflected the engineer's own needs and motivation, and both broadened and built on the strengths that had so far been invisible to his manager and colleagues. The engineer acquired several new skills that vigorously contested the previous prediction that he would 'fail to learn'. This book merits a wide audience and should be read for its application to several fields such as education, management practices, and personal development.
Rating:
Summary: Stop Shifting Responsibility For The Failure of The Theory!
Review: An inspirational follow-up to Escape from Babel: this book gives both a robust challenge to the phenomenon of resistance and the labelling of some therapy veterans as `impossible' cases. Over the five-year study period, the authors encouraged other therapists and agencies to refer `impossible' cases - known in the UK as `heartsink' clients - to them. Anne Wilson Schaef argues that there would be fewer `impossible' or `untreatable' clients if those responsible for their care had to re-frame this impossibility as a personal deficit; e.g., "I do not know how to treat this client effectively", rather than the more typical, "This client is impossible/untreatable". In documenting case after case, the authors demonstrate that they have taken up Wilson Schaef's famous challenge to the therapy profession to stop locating the responsibility for intractability in the client, and that for success in the therapist. The book identifies the therapeutic conventions that trap therapists and clients in the wasteland of impossibility, from where there is no escape, and where no further growth can be anticipated. When both clients and professionals believe in impossibility, they tend to:
· anticipate trouble;
· elevate theory over the client's practical experience of living the therapy in the multi-contextual world outside the therapeutic hour;
· refuse to question the appropriateness of the models and techniques despite absence of improvement;
· neglect client motivation.
The authors report that successful outcomes can occur with even the most heartsink cases when therapy accommodates the client's worldview and informal 'theory of change'. They argue that practitioners have much to learn from placing their confidence in therapy veterans' own resources and capabilities. Rather than regret the loss of control and status that this might imply, the authors celebrate this new emphasis, "It is the unpredictability of client methods and accomplishments that makes this work fun". With due humility the authors quote the opinion of a 10 year old `impossible' client: "So, what I'm saying to all psychiatrists is we have the answers, we just need someone to help us bring them to the front of our head. It's like they're [the solutions] locked in an attic or something".
The authors discuss many cases and describe how to:
· optimise the client's participation in therapy;
· collaborate with the client and establish a co-therapy alliance;
· leverage the power of the client's resources and theory of change;
· honour the client's motivation.
The authors successfully argue that the practice of (frankly disrepectful) labelling de-humanises clients, and can insidiously legitimate a lack of optimism that the clients can expect alleviation of the conditions that distress them. As with their other work, their strongest argument is that clients are co-therapists, not cases to be managed with a pre-formulated care plan that resembles a manual of Standard Operating Procedures. This book has many lessons for the field of performance coaching, both for teams and individuals. Recently I met an engineer who had been referred to me because his manager and colleagues claimed that he need coaching in both time-management and effective listening: I was warned that he had been sent for similar training on previous occasions, but had 'failed to learn anything'. Within 20 minutes of meeting him, it was apparent that although the engineer had unquestioningly accepted the labelling/assessment of his colleagues, the labels were wrong. He was overloaded with responsibilities, rather than incompetent, or incapable of learning. Influenced by the arguments of this book, we outlined a programme that more closely reflected the engineer's own needs and motivation, and both broadened and built on the strengths that had so far been invisible to his manager and colleagues. The engineer acquired several new skills that vigorously contested the previous prediction that he would 'fail to learn'. This book merits a wide audience and should be read for its application to several fields such as education, management practices, and personal development.
Rating:
Summary: Hard Cases Can Make the Best Teachers if We're Teachable
Review: Duncan, Miller and Hubble keep writing books that explain why therapists would be wise to spend more time listening to their clients theories about how therapy can help and how the therapist can be most helpful than by listening to the theories in their own heads that tell them what to do to "fix" or change their clients. This book is one of several written by these folks and like the others they can guide you to becoming more effective in your professional work. Their concept of the "Client's Theory of Change" is brilliant and that alone is worth the price of the book. Phillip Ziegler, co-author of Recreating Partnership: A Solution-Oriented Approach to Couples Therapy
Rating:
Summary: Duncan, Miller and Hubble have done it again!
Review: Psychotherapy with "Impossible" Cases is a book that makes a therapist feel like he or she has the best possible occupation. It is a call to remember both the resources all human beings bring to their life experiences, and the potential pitfalls of getting mired solely in the medical model perspective of change. Duncan et al., give inspiring case examples to portray the importance of sincerely reflecting all persons' dignity back to them in the therapy process, regardless of the complaint/diagnosis. In addition, the authors weave in research and relevant literature that clearly outline the need for more careful scrutiny of the mental health professional community, particulary the views practitioners and organizations hold and propogate about the role adversity plays in human lives, and how healing occurs.
Rating:
Summary: The richest cases
Review: This book clearly expressed the passions that the authors have for doing good therapy. The cases were described with such richness, great detail. Once again, the authors challenge the everyday thinking of how to do therapy and lend some inspiration for tackling challenges.
Rating: 
Summary: Acceptance and validation
Review: This wonderful book takes you out of the box! "Impossible cases might no longer be a luxury we can afford," the authors begin, because of Managed Care, they continue, but when COULD we afford "impossible cases"? We're talking about people and their lives after all. "Historically," they continue, "impossibility has been located in the client." And the self-fulfillingness of the diagnosis of "impossible" is also discussed. You can see they aren't afraid to take on sacred elephants! In case after actual case, they show how optimism, flexibility and meeting client's needs can bring success, giving such obvious-and-therefore-overlooked advice as "What the client wants from treatment may be the single most important piece of information that can be obtained." Full of optimisim and fresh approaches ("It is the unpredictability of client methods and accomplishments that makes this work fun.") that rather go against traditional methods -- well these cases are considered "impossible" because others have tried and failed -- they encourage the practitioner to be different and try new things. And it isn't just theory _ they give plenty of concrete examples of how-to. But to me the best thing about the book is their deep, abiding respect for people as individuals, not cases. As one client wrote after therapy, "...it was your believing in me, that I was a person and not a patient ... a person with potential and worth." "Looking beyond labels and giving clients the benefit of a doubt is critical with psychotherapy veterans," say the authors. They challenge helpers to move beyond labels, to replace history with a "competing experience of acceptance and validation" and "watch what clients can really do." If you're a beginner, this book is for you. If you're a worn-down veteran, this book is especially for you. And if you're in between, it is also for you.
Rating:
Summary: Acceptance and validation
Review: This wonderful book takes you out of the box! "Impossible cases might no longer be a luxury we can afford," the authors begin, because of Managed Care, they continue, but when COULD we afford "impossible cases"? We're talking about people and their lives after all. "Historically," they continue, "impossibility has been located in the client." And the self-fulfillingness of the diagnosis of "impossible" is also discussed. You can see they aren't afraid to take on sacred elephants! In case after actual case, they show how optimism, flexibility and meeting client's needs can bring success, giving such obvious-and-therefore-overlooked advice as "What the client wants from treatment may be the single most important piece of information that can be obtained." Full of optimisim and fresh approaches ("It is the unpredictability of client methods and accomplishments that makes this work fun.") that rather go against traditional methods -- well these cases are considered "impossible" because others have tried and failed -- they encourage the practitioner to be different and try new things. And it isn't just theory _ they give plenty of concrete examples of how-to. But to me the best thing about the book is their deep, abiding respect for people as individuals, not cases. As one client wrote after therapy, "...it was your believing in me, that I was a person and not a patient ... a person with potential and worth." "Looking beyond labels and giving clients the benefit of a doubt is critical with psychotherapy veterans," say the authors. They challenge helpers to move beyond labels, to replace history with a "competing experience of acceptance and validation" and "watch what clients can really do." If you're a beginner, this book is for you. If you're a worn-down veteran, this book is especially for you. And if you're in between, it is also for you.
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