The range of possible actions at the action planning stage is shaped by the strengths and coping skills identified in the assessment process.

The range of possible actions at the action planning stage is shaped by the strengths and coping skills identified in the assessment process.

• A. It is unrelated to strengths
• B. It suggests focusing on deficits only
• C. It is determined by strengths and coping skills identified
• D. It depends on client mood

Answer: (C)

At the action planning stage, the range of possible actions is determined by the client’s strengths and coping skills identified in the assessment. This information shows what the client can reliably draw on, what resources are available, and which strategies have worked before, so the plan can be realistic, doable, and motivating. If we ignore these strengths and instead push only deficits, the plan may be too ambitious or not leverage what the client already does well, making it harder to engage and sustain progress. Mood can influence day-to-day energy or willingness, but it doesn’t define the feasible actions; the plan should fit the client’s skills and resources while remaining adaptable. For example, a client with strong social supports and problem-solving abilities can incorporate collaborative or group-based steps, while someone with fewer coping tools might start with smaller, skill-building actions that leverage those supports.

At the action planning stage, the range of possible actions is determined by the client’s strengths and coping skills identified in the assessment. This information shows what the client can reliably draw on, what resources are available, and which strategies have worked before, so the plan can be realistic, doable, and motivating. If we ignore these strengths and instead push only deficits, the plan may be too ambitious or not leverage what the client already does well, making it harder to engage and sustain progress. Mood can influence day-to-day energy or willingness, but it doesn’t define the feasible actions; the plan should fit the client’s skills and resources while remaining adaptable. For example, a client with strong social supports and problem-solving abilities can incorporate collaborative or group-based steps, while someone with fewer coping tools might start with smaller, skill-building actions that leverage those supports.