Decisions and directions are always changing. There is a fluid nature in the work. There is a fluid nature in how and when you make decisions. I had to learn quickly how to make a decision and how to live with the decisions that I made.
This code differs from worker to worker. Some workers only do what the law states. They are literal in their application of the law and do not interpret the law in any manner. Some workers feel sorry for the clients, and they may ignore the law and treat the client like a victim. Some workers see themselves as the carriers of justice. I know of a worker that knew a client had a warrant but did not have enough of a reason to remove the child. The worker called up the police informed them where the client was and the client was arrested. Then the worker had grounds for the removal of the child. There are workers that are burnout and they just go through the paces and don’t think very much about their clients. There are workers that don’t like a particular type of client. One of the things that I noticed early in my career that there was a strong anti-male bias. Men did not have the same opportunity to get custody of their children as women. They were held to a higher standard and the bar that they had to jump over was very high.
How do you mitigate all of these different perceptions, perspectives and life experiences? If you have a supervisor that you trust and that supervisor is supportive you can hash out some of these things and try to balance out what are your issues versus what are the issues of case. Unfortunately, for this to work you have to have a supervisor that has the same mindset. A deficit-minded supervisor with a strength-based worker does not work. They will never see the case from the same lens. The worker will feel not heard by the supervisor and the tone of misunderstanding will cloud the case.