2. Good Lives Model: An Overview of Assumptions
3. Good Lives Model: A Framework for Violence Intervention
4. Interagency Collaboration in Violence Intervention
5. Interagency Collaboration in Good Lives Interventions
- Identify agencies that would be beneficial to a collaborative approach. This could include psychological services, criminal justice services (e.g., probation, police, prison service), social services, education, housing, community organizations (e.g., employment/volunteering), or healthcare. As explained above, the degree of input required from each agency will differ depending on the client, with some clients needing a great deal of input from agencies, whilst others require little to no support. However, establishing good contact with a variety of agencies during the planning stages of an intervention will prevent any delay in client care.
- Provide interagency training explaining the assumptions of the GLM and goals of GLM-consistent interventions. Some agencies may be used to a risk approach to violence intervention with avoidance-focused goals. It is important to emphasize in training that the GLM advocates the use of a strengths-based method, with approach-focused goals, and that this must remain consistent throughout the intervention.
- Embed a project lead to enhance communication and balance differing values and goals across agencies. The project lead should have expertise in the GLM to ensure that the intervention planning remains consistent with the assumptions of the GLM (i.e., focus on developing strengths, overcoming internal and external capacity obstacles, ensuring a well-rounded intervention incorporating all primary goods).
- Discuss confidentiality and information sharing issues/caveats and establish the procedures surrounding this.
- Therapist specializing in the GLM conducts a clinical interview with the client exploring: (a) how primary goods were sought at the time of the violent episode(s), (b) what secondary goods were used to attain primary goods, (c) issues in means, scope, coherence, and capacity, (d) personal strengths (i.e., internal capacities) and means (i.e., external capacities) currently available to the client, and (e) contexts or environments the client will be exposed to throughout and following an intervention.
- In collaboration with the client, create a Good Lives Plan. This should be a strengths-focused action plan, incorporating an individual’s goals that, if attained, would enable them to have a meaningful and happy life without the need to offend. A Good Lives Plan should be realistic and achievable; whilst long-term goals are important, incremental attainable steps should be included. This enables a sense of achievement and supports motivation to pursue longer-term goals. Furthermore, the clients support networks, environments, and capacity should be considered when developing a Good Lives Plan, as this will impact upon how attainable goals are.
- Based on the clients’ Good Lives Plan, the therapist formulates an intervention strategy. This highlights the obstacles (both internal and external) preventing effective attainment of primary goods that need targeting during an intervention and highlights which agencies would be best placed to support the client with each obstacle. It is likely that support from multiple agencies will be needed. For instance, a client may be unable to attain the primary good of Life due to homelessness, meaning support from community housing services is necessary. In addition, they may engage in violent behavior to express negative emotions (i.e., attain Inner Peace), which indicates support is needed from psychological services.
- Regular meetings between agencies (at least once a month) should be implemented to ensure continuity in client care and sharing of information regarding progress. Critically, as a client’s goals or obstacles can change, be attained, or overcome, a Good Lives Plan should be viewed as a dynamic and adaptable tool that guides and supports therapeutic work. As such, good communication between agencies involved in client care is vital.
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Conflicts of Interest
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|1||Life||Basic needs for survival, physical well-being, and functioning.|
|2||Knowledge||Feeling well informed about matters important to the individual.|
|3||Excellence in Work||Pursuing personally meaningful work that enables a sense of mastery.|
|4||Excellence in Play||Pursuing recreational activities which gives a sense of enjoyment and skill development.|
|5||Excellence in Agency||Establishing a sense of autonomy, power, and independence.|
|6||Community||Having a sense of belonging with a wider social network, who have similar interests and values.|
|7||Relatedness||Connecting with others in a warm and affectionate manner (including intimate, romantic, and family relationships and friendships).|
|8||Inner Peace||Feeling free from emotional turmoil and stress, and effectively managing negative emotions.|
|9||Pleasure||Sense of happiness and contentment in one’s current life.|
|10||Creativity||Expressing oneself through novel and creative means.|
|11||Spirituality||Finding a sense of meaning and purpose in life.|
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