By Allyson Davys
It's the task of an outstanding manager to appropriately aid the supervisee in decision-making, support them with their specialist improvement, offer a supportive setting and in particular warrantly the simplest provider to consumers via top perform information. "Professional Supervision in future health and Social Care" is an authoritative consultant to being an outstanding manager, overlaying the position, abilities, features and inclinations inherent in specialist supervision. The authors reflect on easy talents, the practicalities of forming and protecting the supervision dating and the organisational context and tradition of supervision. The ebook bargains sensible examples and a version of supervision which pulls jointly principles from grownup studying concept and reflective perform. This booklet covers various professions together with social care, nursing, counselling and allied healthiness professions, and should be a vital advisor for all these in those and comparable professions venture supervision or supervision education.
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Extra resources for Best Practice in Professional Supervision: A Guide for the Helping Professions
Support, they argue, is a means not an end. 48). Support in supervision, we agree, is a core condition of supervision but not a function. Support is a central and necessary element in supervision for it is through an awareness of, and a confidence in, the ‘supportive relationship’ that the challenges of practice can be tolerated and accepted. 128). This provision of support is necessary whatever ‘function’ is being addressed. Supervisees’ need for support in supervision, however, will vary. As supervisees develop in experience, competence and confidence the level of support they need changes (Lizzio et al.
Essentially this approach is a ‘way of being’ with supervisees, where attention is given to power ‘with’ rather than power ‘over’, and the environment is such that both supervisor and supervisee contribute their expertise to the relationship. 351). The key principles of strengths-based supervision are as follows: 1. All practitioners possess strengths that can be activated – supervision is future focused and assumes success, ‘rather than problem-saturated talk’ and the potential for further competence of the supervisee to build further competencies (Presbury, Echterling and McKee 1999).
This approach also incorporates and encourages talk about challenging issues in a safe process which is initially negotiated at the outset of the supervision contract. 5. 354). The supervisor does not assume a normative approach and attempt to ‘correct’ or dominate the supervisee’s aims or views but will work to create a strengths-based supervision with a future focus on potentials, possibilities and multiple perspectives. In doing so the supervisor models an ideal of practice that is service user driven and empowering.