Humanistic social work

Domain III · Humanistic, existential & experiential · Malcolm Payne, Urania Glassman, Mark Garavan · 1990

What it is

Humanistic social work is a value orientation and practice framework within social work, not a single manualised therapy. Payne argues that humanistic principles are central to social work but are pushed aside by managerial priorities such as risk control, resource management and procedure. He sets…

Format

• Payne organises humanistic practice around a sequence of practice principles, one per chapter, not around treatment phases. The principles are: (1) humanity and human interaction as the basis of social work; (2) accountability, covering psychology, efficacy and social agency; (3) achieving personal…
• Engagement (sessions 1–2, home visit, office or outreach). Goal: a human, dialogical relationship and a shared account of the situation in the person's own words. Move on when the person can say what matters to them and agrees with how you have summarised it back.

Evidence status, as the guide reports it

• What it is. Humanistic social work is a value orientation and practice framework within social work, not a single manualised therapy. Payne argues that humanistic principles are central to social work but are pushed aside by managerial priorities such as risk control, resource management and…

Questions to explore with your client

• What drew you to it, and what are you hoping it will change?
• Does it involve any substance, plant preparation, remedy or supplement? Has your doctor or prescriber been told, especially about any medication you take?
• Is it a group, retreat or community? How do they respond if someone wants to leave or raises a concern?
• How do you and the practitioner understand what is happening, in spiritual or cultural terms? Is that a source of comfort, worry, or both?
• Does it use a device, heat, cold, water or a physical procedure? Has a medical professional checked that it is safe for you?
• Who runs it, and what training or registration do they hold?
• What actually happens in a session or meeting, and how often?
• What does it cost, and is there pressure to commit to more?
• How do you feel afterwards, in the hours and days that follow?
• Does it fit with, or clash with, the work we do here?

What practitioners of it watch for

• burnout and cynicism. Working when you catch managerial drift early.
• dependence on the worker. Working when the person uses supports independently.
• false optimism; imposing your goals. Working when members begin voicing their own hopes.
• interrogation; exploring past what the member wants to share. Working when detail and meaning emerge.
• false reassurance. Working when members can tolerate the uncertainty and act on what they can control.

When to involve someone else

• New or worsening physical symptoms, or advice to stop or change prescribed medication: involve the client's doctor or prescriber.
• Signs of coercion, isolation from family and friends, escalating costs or secrecy: discuss openly and consider safeguarding.
• A crisis or thoughts of suicide: follow your crisis protocol. In the US, call or text 988; in the UK and Ireland, Samaritans on 116 123.

Drawn automatically from the guide's own sections. Stay curious: neither endorse nor dismiss what the client values, and check anything that matters against the full guide and its sources. Not medical advice.