Fallacies around Social Services
Name
Institution
Instructor
Course
Date

Introduction
The paper is intended to enumerate and analyze the fallacies that are built around the human services department. It is meant to make a critical inception of the roles and the functions that are the mandate of this department. That will enable the observers to understand the fallacies that are built around this issue and the implication it has on the aspect of service provision. That will, therefore, provide the required insight into the issues with a broader perspective and understanding. It is, therefore, imperative that the organization understands the existence of these fallacies and therefore device ways of mitigating them.
PART I
Fallacies can be defined as issues that are considered true but lack subtle bases. They cannot be proven and but most people believe them blindly. They can be a set of arguments that are held dearly but cannot be proven. They may appear logical but may fail a simple critical test. Many fallacies exist in the precincts of human services department (Thompson, 2000). They entail issues that relate to the acceptance of human weaknesses as well as the challenges that emanate from the same. They are numerous and some of them are listed in the statements shown below.
The first fallacy that is believed in the human services department is that most of their clients are rowdy. They, therefore, need to be subjected to constant controls to ensure that they are restrained. This provides the basis for the use of queues in the department. The second fallacy that is noted in the department is the fact that the clients lack substantive facts. This underlines the issue of ignorance as elicited by the staff members in this department towards the general public. This department assumes that most of the clients that it is expected to serve are ignorant and are thus treated in the same way (Thompson, 2000).
The third fallacy is that a new employee does not understand the dynamics of this field. This particular notion makes it difficult for the new employees to adapt to a new environment that entails the department. The notion is not only expressed by the public but also fellow employees within the department. The contention usually emanates from the issues that revolve around trust. The new employees are perceived as outsiders that do not understand the dynamics of the department. This explains the challenge that such new employees face in their new environment (Thompson, 2000). The fourth fallacy that is built around this environment is the fact that the work done here does not depend on the professional know-how. It is not a job that its principles can be learned in class. That, therefore, ensures that most of the people working in this department elicit a different level of understanding of the issues that are raised in the said environments. The notion is well versed, and no employee may want to dispute it. That, therefore, leads to the department having employees that work until their retirement age. Most of them work these long periods and therefore lack the capabilities of allowing a new crop of employees to join them.
PART II
The fallacies that are raised above point to a fact that there are issues that are perceived as true but fail the simple test of the same. These are issues that need to be addressed for the purpose of increasing the work output of the department. The first fallacy points to the perception of the department employees towards their clients. It is a perception that is seen to create a lack of understanding that can be observed easily (Albelda, 2001). A situation where this situation can be resolved can be very significant towards the realization of the ultimate goal of the situation. Some of the clients that need the services of this department are not as rowdy as perceived. They can reason soundly and in a mature manner. The generalization that is characteristic of the department should, therefore, be discouraged through vigorous training. Training the employees into understanding the worth of the clients is required to ensure that the treatment is becoming more humane.
The second fallacy is exhibited towards the clients with a generalization that they lack substantive information base. This refers to the fact that they are associated with a high level of ignorance. It is, therefore, imperative that the parties understand that most of the members of the public are well informed and are conclusively served with the necessary knowledge that they need to maneuver around their needs (Albelda, 2001). This explains the knowledge that they have on their rights and the expectations that they have from the department. This can be reduced by educating the staff members to remain within the provisions of the service charter of the department. That will create the necessary environment that is characterized by mutual respect and answerability. That will ensure that the relationship between the employees and the clients remain in the best relationship (Albelda, 2001). That is to ensure that the relationship between the players in the sector remains mutual for the purpose of maintaining a smooth working environment.
The third fallacy is a significant contributor towards the strained relationship between the employees. That is because it kills the principle of teamwork that needs to be encouraged between the employees of the organization. That, therefore, causes the communication breakdown that is characterized by the lack of the required flow that is expected of the organization in question. Apprenticeship and the induction of the employees in the organization can play an important role in the enhancement of the teamwork in the organization. That will create an environment that ensures that the employees work towards the creation of a good working environment of all of the employees. It is, therefore, important for the organization to ensure that there is the needed bonding between the employees. That will reduce the overlap that is characterized by the lack of cooperation among the employees. It is important to ensure that new employees adapt easily to the environment (Albelda, 2001). That is important as it ensures that teamwork is enhanced, and there is the cordial relationship between the employees. That can be replicated in the confidence of the public that seeks the services of this department.
The fourth fallacy is seen as an attempt to justify the lack of sufficient education for the staff members of the department. That is wrong as it shows that the department depends on the services of sufficiently illiterate workers. The assumption that education is not significant in this department explains why the service provision at the department is not usually sufficient. That is because it breaks the trust that the public needs to exhibit towards the department. It creates an environment that plays a significant role in reducing the public confidence in the department.
In conclusion, therefore, it is important to note that sufficient training is significant towards the reduction of the effects of these fallacies. That will ensure that the employees and the public develop trust towards each other. That creates an environment where the service provision at the department is enhanced. The services of this department are important for the general well-being of the general public. It is, therefore, important that the basic issues are ironed out and the prevailing environment to be made conducive for the general well-being of the citizen population.

References
Albelda, R. (2001). Fallacies of welfare-to-work policies. The Annals of the American Academy of Political and Social Science, 577(1), 66-78.
Thompson, N. (2000). Theory and practice in human services. McGraw-Hill Education (UK).