Complexity Theory for Social Work Practice

Preface
Acknowledgements
Contents
List of Figures
List of Tables
About the Authors and Contributor
Authors
Contributor
Part I: Complex Practice in a Complex World
	Chapter 1: Introduction: Social Work in a Changing World
		1.1 Introduction and Learning Opportunities
			1.1.1 Brief History of Social Work’s Emergence and Adaptation
				1.1.1.1 Origins
				1.1.1.2 The Information Age and Globalisation
				1.1.1.3 Twenty-First Century: COVID-19
			1.1.2 Social Work
				1.1.2.1 Person-in-Environment
				1.1.2.2 Theories and Models
				1.1.2.3 Tensions and Challenges
			1.1.3 Social Work in the First Quarter of the Twenty-First Century
				1.1.3.1 Complexity Theory, Complex Adaptive Systems and Pragmatism
			1.1.4 Introduction to the Book
		References
	Chapter 2: The Strengths and Limitations of Social Work
		2.1 Introduction and Learning Opportunities
		2.2 Strengths of Social Work
			2.2.1 Ethical Commitment
			2.2.2 Value Base
			2.2.3 Valuing Reflective Practice
			2.2.4 Relationship Focus of Practice
			2.2.5 Foundational Location Within Social, Geographic and Cultural Contexts
			2.2.6 Person-in-Environment: Micro, Meso, Macro
			2.2.7 ‘Borrowing’ of Theory, Models and Concepts
			2.2.8 Commitment to Collaboration
			2.2.9 Pragmatic Approach to Taking Action
			2.2.10 Challenges for Social Work: Uncertainty, Risk and ‘Not Knowing’
			2.2.11 Wicked Problems, Risk and Uncertainty
		2.3 Moving Ahead: Complexity Theory
		2.4 Conclusion
		References
	Chapter 3: Becoming a Complexity Thinker: Towards an Epistemology of Social Work Practice
		3.1 Introduction and Learning Opportunities
		3.2 Starting Out
		3.3 What Do We Know?
			3.3.1 Complexity Theory and Complex Adaptive Systems
			3.3.2 Micro, Meso, Macro
				3.3.2.1 The ‘Micro’ Level
				3.3.2.2 The Macro ‘Level’
				3.3.2.3 The Meso ‘Level’
			3.3.3 What Is Complexity Theory?
			3.3.4 Complex Adaptive Systems
				3.3.4.1 Emergence
		3.4 Where CT Takes Social Work
			3.4.1 How Do We Know?
			3.4.2 Pragmatism
			3.4.3 Organising What We Know
		3.5 Conclusion
		References
	Chapter 4: Thinking Complexity and Acting Pragmatically
		4.1 Introduction and Learning Opportunities
		4.2 Constructing the Narrative
		4.3 Starting Where the Client Is
			4.3.1 Nested CAS
		4.4 The Centrality of the Narrative
		4.5 From Narrative to Strategy
		4.6 Thinking Complexity in Action
			4.6.1 A Guide to Thinking Complexity and Acting Pragmatically
		References
Part II: Thinking Complexity in Practice
	Chapter 5: Early Doing and Thinking Complexity: The Multiple and Complex Needs Initiative
		5.1 Introduction and Learning Opportunities
		5.2 The Context of Legislating for MACNI
		5.3 Development of the Multiple and Complex Needs Initiative
		5.4 Program Emergence: Development and Implementation/Evolution
		5.5 Operation of MACNI
			5.5.1 Assessment, Formulation and Care Planning
		5.6 Coordinating Complexity Thinking Across Systems: Integration and Conceptual Development
			5.6.1 Emergence of a Stance of Enquiry as Care Plans Are Implemented
			5.6.2 Thinking Complexity as Research
		5.7 Lessons Learned Through Thinking Complexity for Five Years
			5.7.1 Assessment and Care Planning
				5.7.1.1 Reflecting on the Individual/Person Aspects of MACNI Assessments
				5.7.1.2 Reflecting on the Complex Service System Aspects of MACNI Assessments
		5.8 Care Plan Coordination
		5.9 Review, Feedback and Termination
			5.9.1 Review Sessions of the Panel
			5.9.2 Feedback and Reflection
			5.9.3 Endings: MACNI Terminations
		5.10 Conclusions
		References
	Chapter 6: Thinking Complexity Across Fields of Practice: Children and Older People
		6.1 Introduction and Learning Opportunities
		6.2 Context
		6.3 Thinking Complexity in Work with Individuals
		6.4 Challenges of Thinking Complexity
			6.4.1 Ethical Dilemmas
			6.4.2 Challenging the Primacy of Self-Determination
			6.4.3 Understanding the Nature of Risk
			6.4.4 Casework Challenges
			6.4.5 Working with Uncertainty
		6.5 Conclusion
		References
	Chapter 7: Thinking Complexity in Management
		7.1 Introduction and Learning Opportunities
		7.2 Context
		7.3 Management
		7.4 Thinking Complexity
			7.4.1 How I Started Thinking Complexity
			7.4.2 How You Can Think Complexity in Management
		7.5 Management in a Community Services Setting
			7.5.1 Introduction
			7.5.2 Example 1: Privacy Breach and Complaint
			7.5.3 Example 2: Strategic Planning
			7.5.4 Example 3: Pandemic
			7.5.5 How Does Thinking Complexity Help Us Understand and Act?
		7.6 What Do We Know About Thinking Complexity in Management?
		7.7 Conclusion
		References
	Chapter 8: Thinking Complexity in Community Development
		8.1 Introduction and Learning Opportunities
		8.2 Context
		8.3 Community Development
		8.4 How You Can Think Complexity in Community Development
		8.5 Community Development: Wollert
			8.5.1 Introduction
			8.5.2 The People and the Place
		8.6 How Does Thinking Complexity Help Us Understand the Context and Initial Conditions?
			8.6.1 Context
			8.6.2 Initial Conditions
			8.6.3 Expectations Versus Reality
		8.7 How Does Thinking Complexity Help Us Prioritise and Take Action?
			8.7.1 Getting Started
			8.7.2 The Community Development Worker(s)
			8.7.3 Adaptation (Impact of Time)
		8.8 How Does Thinking Complexity Help Us Improve Community Outcomes?
		8.9 What Do We Know About Thinking Complexity in Community Development?
		8.10 Conclusion
		References
	Chapter 9: Thinking Complexity in Hospital Social Work Practice
		9.1 Introduction and Learning Opportunities
		9.2 The Australian Hospital System
		9.3 Thinking Complexity in the Emergency Department
		9.4 Thinking Complexity and Acting Pragmatically in the ED: Case Examples
		9.5 Jessica
			9.5.1 Thinking Complexity
			9.5.2 Acting Pragmatically
		9.6 Taylor
			9.6.1 Thinking Complexity
			9.6.2 Acting Pragmatically
		9.7 Sam and Anh
			9.7.1 Thinking Complexity
			9.7.2 Acting Pragmatically
		9.8 Conclusion
		References
Part III: Thinking Complexity in Public Policy, Research and Education
	Chapter 10: Thinking Complexity in Public Policy
		10.1 Introduction and Learning Opportunities
		10.2 Defining Public Policy
			10.2.1 Policy Narratives
			10.2.2 Factors Driving Policy
		10.3 Complexity Theory and Policy
		10.4 Social Workers and Policy
		10.5 What to Do? Thinking Complexity and Acting Pragmatically
			10.5.1 COVID-19 Pandemic
			10.5.2 COVID-19 and the Response of Front-Line Social Workers
			10.5.3 Impacts
		10.6 Conclusions
		References
	Chapter 11: Thinking Complexity in Research
		11.1 Introduction and Learning Opportunities
		11.2 Beginning the Research Journey
		11.3 First Steps in Research
			11.3.1 Theoretical Position
		11.4 Epistemology and Ontology
			11.4.1 Research Design
			11.4.2 Case Comparison
		11.5 Methods
			11.5.1 Sampling
			11.5.2 Multiple Methods
			11.5.3 At the Micro Level
			11.5.4 At the Meso Level
			11.5.5 At the Macro Level
			11.5.6 Ethics
			11.5.7 Data Analysis
			11.5.8 Bringing It All Together
		11.6 Complexity Thinking in Social Work Research
			11.6.1 Key Points for Thinking Complexity in Research
		References
	Chapter 12: Thinking Complexity in Social Work Education and Professional Practice
		12.1 Introduction and Learning Opportunities
		12.2 CT and CAS in Educational Settings
			12.2.1 Pragmatism
		12.3 Curriculum Development
			12.3.1 Thinking Complexity
			12.3.2 Acting Pragmatically
		12.4 Thinking Complexity and Acting Pragmatically in Supervision
		12.5 Conclusion
		References
	Chapter 13: Next Steps: What Do We Know About Thinking Complexity and Acting Pragmatically in Social Work?
		13.1 Introduction and Learning Opportunities
		13.2 Key Points
		13.3 Common Themes
		13.4 Ways Forward
		13.5 Conclusion
Bibliography
Index