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and was pleasantly surprised to find a number of very helpful and
decidedly sympathetic studies in the human services. All the articles
confirmed her belief that being a supervisor in an era of reduced bud-
gets and increased workplace litigation was not easy. It was clear to
her, after doing some reading, that she was inconsistent in her man-
agement by allowing some workers to get away with poor perfor-
mance while placing others in severe jeopardy if they didn't change.
She decided to treat all workers equally. Two pieces of research she
found in the public health literature gave strong research evidence that
treating all workers in a fair and equitable way created a sense of unity
in workers and increased productivity.
2. She decided to hold weekly meetings and involve all the people she
supervised in developing solutions. She found eight articles on team
work in the management literature to validate this approach. The ini-
tial reaction to these meetings was a great deal of grousing about tak-
ing time away from clients, but in subsequent weeks the unit began to
value the meetings because they focused on problems that everyone
was experiencing.
3. She found evidence in three well-done social work studies that setting
reasonable work rules improved morale, and she proceeded, with the
help of the workers, to develop clear and reasonable work rules for all
workers to follow.
4. She found four studies on firing people and determined that two
workers were undermining the functioning of the unit. Using the
CBM evaluations discussed in Chapter 10, she kept a log of incompe-
tent practice and rule breaking and was able to terminate both work-
ers with little difficulty.
5. Using eight articles on CBM hiring practices, she hired two very posi-
tive and well-trained workers to take the place of the fired workers.
They are working out fine and have set a much more professional
tone on the unit.
6. Believing that many of her workers were developing symptoms of
burnout, she read studies with very good research designs and meth-
odologies that gave reasons for burnout and suggested remedies. She
began to provide workers with different assignments and offered much
more supportive management in recognition of expanding workloads
with limited financial rewards or incentives. She also went to bat for
several outstanding workers by providing references for promotions
and, in one case, arguing that the agency should help pay some of the
expenses related to attending graduate school in counseling.
7. Laura began reading about evidence-based practice ( Glicken, 2004 )
and asked her workers to begin basing their practice on best evidence.
 
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