Multiple alliances and client participation during joint client meetings: an observational study

Abstract

This article reports on a Dutch observational study to examine which interactions promoted multiple alliances and client participation during joint client meetings in social work and financial and employment services. It seeks to give professionals and organisations insight into how these meetings can be improved so that they deliver more for clients with multiple life issues. The central question was: ‘Which interactions (verbal and non-verbal) contribute to multiple alliances, and what place does client participation have in multiple alliances?’ An observational study with video recordings of joint client meetings (N = 20) was conducted. Analysis revealed insights into interactions, with a focus on five sensitising concepts: (a) team vision/goals; (b) shared decision making; (c) conflicts; (d) team support; and (e) open communication. Results indicate the central importance of the sequence of introducing the client, open communication, team support, team vision/goals and shared decision making in either facilitating or challenging the development of client-centred multiple alliances. Centralising the client’s voice proves difficult, and divisions between clients and the several professionals arose many times because the emotional attachment fell short. This article provides deeper insight into behaviours and interactions that are of the utmost importance and contribute to empowering multiple alliances during joint client meetings.

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