The Planned Change Process in Social Work

The planned change process is the foundation of social work practice. It is a strengths-based, systematic, and collaborative framework that guides social workers and clients through the journey of creating meaningful, sustainable change. Social work professor Karen K. Kirst-Ashman defines the planned change model as the development and implementation of a plan to improve a client's well-being.

The planned change process provides a basic framework from which social workers can frame their practice with clients and client systems.

This framework is not a rigid checklist but a flexible guide. It was introduced to the social work profession in 1957 by Helen Harris Perlman and has since become a core competency taught in every social work program. Importantly, although the planned change process is often described linearly, it is rarely linear in practice. Social workers frequently move back and forth between steps as new challenges arise or new information comes to light.

The Core Steps of the Planned Change Process

The planned change model typically consists of six to seven core phases. While the exact number of steps varies depending on the source, they generally include the following:

1. Engagement

Engagement is the first contact between the social worker and the client, focused on building a foundation of trust and rapport. This phase is critical because a strong therapeutic alliance is the bedrock of all subsequent work. The social worker uses active listening, empathy, reflective responding, and motivational interviewing to create a safe and non-judgmental space.

2. Assessment

This is a collaborative process of gathering, analyzing, and synthesizing information about the client and their situation. A comprehensive assessment is the foundation for all future action. It involves:

• Identifying the client's needs and problems

• Uncovering the client's strengths and resources

• Collecting relevant data

• Analyzing the information to form a holistic picture

  

3. Planning

In this phase, the social worker and the client co-create a clear and actionable plan to address the identified problems. The plan is built upon the client's strengths and resources, outlining goals, objectives, and tasks. A key principle is that the social worker's role is to help the client identify their own strengths, not to impose their own goals. Goals should be realistic and feasible for the client.

4. Implementation/Action

This is the “doing” phase of the planned change model. The client and social worker execute the plan by completing the tasks and objectives identified in the planning phase. The work is joint, with both parties taking responsibility for different parts of the plan.

5. Evaluation

Evaluation is an ongoing, continuous process that runs throughout the entire working relationship. It involves monitoring the plan's progress, assessing outcomes, and determining if the goals have been met. This constant feedback loop allows for adjustments to be made to the plan as needed.

6. Termination

Termination is the final stage, which occurs when the goals of the plan have been met and there is no longer a need for social work services. It involves a collaborative process of reflection, where the client and social worker review the client's progress and achievements, acknowledge feelings about ending the relationship, and plan for the future.

7. Follow-Up (Optional)

Some versions of the model include a follow-up step to check in with the client after termination to ensure that changes are being maintained and to offer ongoing support if needed.

The Stages of Change (Transtheoretical Model)

A critical component of the planned change process is understanding a client's readiness to change. Social workers often use the Transtheoretical Model of Change—developed by Prochaska and DiClemente in the late 1970s—to meet the client where they are. This model recognizes that change is not a single event but a process with distinct stages.

Clients may move back and forth between these stages, and they can be in different stages for different behaviors.

Key Principles of the Planned Change Process

Several core values underpin the planned change model:

• Strengths-Based Perspective: The focus is on identifying and mobilizing a client's inherent strengths and resources, rather than just their deficits.

• Client Self-Determination: Clients are the experts on their own lives. The change process is a collaborative effort, not something done to the client.

• Cultural Competence: The process must be adapted to respect and incorporate the client's cultural background, values, and identity.

• Generalist Practice: This framework is a versatile tool that can be applied to work with individuals, families, groups, organizations, and communities.

FAQ

Why is the planned change process considered a "generalist" practice model?

It is a generalist model because it provides a versatile framework that can be applied across all levels of social work practice—micro (individuals), mezzo (families and small groups), and macro (organizations and communities). The steps of engagement, assessment, planning, and implementation are relevant whether you are helping one person or advocating for policy change.

Is the planned change process a linear model?

No. While it is often taught as a series of steps, in practice it is non-linear and cyclical. Social workers frequently revisit earlier steps, such as reassessing a situation during the implementation phase when new information arises. The model is best understood as a guiding framework rather than a strict, one-way path.

What is the difference between "engagement" and "assessment"?

Engagement focuses on building the relationship and trust with the client. Assessment focuses on gathering and analyzing information about the client's needs and strengths. While they can overlap, engagement is about the how of the interaction, and assessment is about the what of the client's situation.

Who developed the planned change model in social work?

The planned change process was introduced to the social work profession in 1957 by Helen Harris Perlman.

How does the Stages of Change model (Transtheoretical Model) relate to the planned change process?

The Stages of Change model is a complementary tool that helps social workers assess a client's readiness for change. It is often used during the assessment and planning phases of the planned change process to ensure that interventions are matched to the client's current stage of motivation, thereby increasing the likelihood of success.

References

1. LibreTexts Social Sciences. (n.d.). 3.5: The Planned Change Process

2. Slayter, E., Singh, R., & Johnson, L. (2023). A Model for Social Work Practice with Disability Communities

3. SUSS. (n.d.). Social Work Practice and Skills Lab I: Working with Individuals and Families

4. BH WELL. (2023). The Change Process: A Social Work Model

5. Kirst-Ashman, K. K. (2012). Introduction to Social Work and Social Welfare: Critical Thinking Perspectives (as cited in multiple sources)