HSA 520 FINAL EXAM PART 1
September 4, 2019
Assignment 2 (RA 1): Analysis Of Self-Image
September 4, 2019

Characteristics, Challenges, and Opportunities of Evidence-Based Design

Discussion1: Characteristics, Challenges, and Opportunities of Evidence-Based Design

Consider the following quotation: “Often times, potential users of research knowledge are unconnected to those who do the research, and consequently a huge gap ensues between research knowledge and practice behaviors” (Barwick, M., Boudell, K., Stasiulis, E., Ferguson, H., Blase, K., & Fixsen, D., 2005). Social workers must work to close the gap perceived by the authors of this quote.

In your previous research course, you addressed the concept of evidence-based practice. However, it is important not to fall into a habit of using the term “evidence-based practice” without a clear understanding of its meaning. In particular, it is important to understand what standards of evidence must exist to classify an intervention or a program as evidence based. In this assignment, you are to clarify your understanding of the nature of evidence-based practice and analyze the challenges and opportunities for implementing evidence-based practice in your current social work practice.

To prepare for this Discussion, read the Learning Resources that provide information about different aspects of the evidence-based practice concept. As you read, consider how evidence-based practice or evidence- based programs might be used in a social work agency where you work or where you had a practicum experience.

· Post a description of the distinguishing characteristics of evidenced-based practice. 

· Then provide an evaluation of factors that might support or impede your efforts in adopting evidence-based practice or evidence-based programs.

References (use 3 or more)

 Document: Thyer, B. (2010). Introductory principles of social work research. In B. Thyer (Ed.), The handbook of social work research methods (2nd ed., pp.1–8). Thousand Oaks, CA: SAGE. (PDF)

Copyright 2010 by Sage Publications, Inc.

Reprinted by permission of Sage Publications, Inc. via the Copyright Clearance Center.

Document: Cooney, S. M., Huser, C. M., Small, S., & O’Connor, C. (2007). Evidence-based programs: An overview. What Works, Wisconsin —Research to Practice Series, (6), 1–8. Retrieved from http://whatworks.uwex.edu/attachment/whatworks_06.pdf (PDF)

Madison, WI: University of Wisconsin Madison/Extension.

Document: O’Connor, C., Small, S. A., & Cooney, S. M. (2007). Program fidelity and adaptation: Meeting local needs without compromising program effectiveness. What Works, Wisconsin —Research to Practice Series, (4), 1–6. Retrieved from http://whatworks.uwex.edu/attachment/whatworks_04.pdf (PDF)

Madison, WI: University of Wisconsin Madison/Extension.

Document: Small, S. A., Cooney, S. M., Eastman G. & O’Connor, C. (2007). Guidelines for selecting an evidence-based program: Balancing community needs, program quality, and organizational resources. What Works, Wisconsin —Research to Practice Series, (3), 1–6. Retrieved from whatworks.uwex.edu/attachment/whatworks_03.pdf (PDF)

Madison, WI: University of Wisconsin Madison/Extension.

University of Wisconsin Extension. (2007). Research to practice report briefs. Retrieved from http://whatworks.uwex.edu/Pages/1researchbriefs.html

Document: Small, S. A., Reynolds, A. J., O’Connor, C., & Cooney, S. M. (2005). What works, Wisconsin: What science tells us about cost-effective programs for juvenile delinquency prevention. Retrieved from http://whatworks.uwex.edu/attachment/whatworkswisconsin.pdf (PDF)

Madison, WI: University of Wisconsin Madison/Extension.

Whittaker, J. K. (2009). Evidence-based intervention and services for high-risk youth: A North American perspective on the challenges of integration for policy, practice and research. Child & Family Social Work, 14(2), 166–177.

Note: Retrieved from the Walden Library databases.

Discussion 2: Leadership and Management: What Is the Difference?

Leadership and management in social agencies are about starting things up, getting them done, and keeping them moving.

—Armand Lauffer

Leadership and management are two terms that are used interchangeably but represent different roles that have different functions. Understanding the differences and similarities is essential for social work administrators as they develop leadership strategies within organizations. Understanding the functions associated with leadership and management roles can influence how social workers supervise and work with colleagues in administrative practice. As you prepare for this Discussion, consider how your understanding of leadership and management roles might affect you when you assume a supervisory position.

· Post an analysis of the similarities and differences of leadership and management roles as they relate to human services organizations. 

· Include how your understanding of these roles may affect you as you assume a supervisory position.

References (use 2 or more)

Lauffer, A. (2011). Understanding your social agency (3rd ed.). Washington, DC: Sage.

Mulroy, E. A. (2004). Theoretical perspectives on the social environment to guide management and community perspectives: An organization-in-environment approach. Administration in Social Work, 28(1), 77–96.

Mulroy, E. A. (2004). Theoretical perspectives on the social environment to guide management and community perspectives: An organization-in-environment approach. Administration in Social Work, 28(1), 77–96.

  • SOCW_6311_Week01_usingTheNREPPDatabaseHandout.pdf
  • SOCW_WK_6311_01.pdf

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