Operationalising professional supervision in this age of accountabilities

Clare, Michael

doi:10.1080/03124070108414325

Cited by 8 publications

(5 citation statements)

References 9 publications

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“…Meeting the dual functions of task and process in supervision, accountability and support, presents individual supervisors and the organizations in which they work with a critical challenge (Hughes & Pengelly 1997). The increasing trend towards bureaucratized practice has often resulted in supervision becoming skewed towards policy and procedural imperatives, rather than towards reflection and professional development (Clare 2001; Gibbs 2001c; Jones & Gallop 2003; Ruch 2007; Gibbs, La Trobe University, Albury‐Wodonga, unpublished data). The importance of organizations finding ways to redress this balance between action‐orientated and thinking‐orientated supervision is confirmed by the growing body of evidence that there is a clear link between client outcomes and supervisory behaviour, such as their style in supervision (Poertner 2006; J. Wonnacott, University of Sussex, Brighton, unpublished results), and client outcomes and the organization's social context (Glisson & Hemmelgarn 1998; Hemmelgarn et al .…”

Section: The Literaturementioning

confidence: 99%

Changing the cultural story in child protection: learning from the insider's experience

Gibbs

2009

Child & Family Social Work

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This paper argues that child protection organizations intent upon tackling low retention rates and enhancing the services they offer to children and families must pay greater attention to the emotional life of the organization and to enabling workers to manage the intrusiveness of the work. Findings from in‐depth qualitative interviews with child protection workers and supervisors are reported in the form of a story about the insider's experience of the organization. The consequences of working in an organizational culture that denies opportunities for workers to understand and manage the emotional toll of the work are explored. While reporting on research and work undertaken with Australian child protection workers between 1997 and 2002, the view is expressed that these ideas have current relevance to many organizations in the health and welfare field whose core business involves workers coming into contact with individuals in complex, uncertain and ambiguous situations. The paper looks at what needs to change about organizational structures such as supervision to promote learning within a more healthy organizational culture. A clear message from senior managers and politicians to workers that the organization endorses the open expression of feelings, doubts and uncertainties is pivotal.

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Section: The Literaturementioning

confidence: 99%

Changing the cultural story in child protection: learning from the insider's experience

Gibbs

2009

Child & Family Social Work

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“…All of the Service Managers and 85 per cent of the Probation Offi cers identifi ed professional supervision as the primary process through which practice-focused leadership was provided, and evidenced strong support for arguments advanced by Clare (2001) andO'Donoghue (1999). Insights into the importance of receiving (and the risk associated with not receiving) supervision that affi rmed practice and ensured practitioner accountability are clearly demonstrated in the following quotations: Supervision .…”

Section: Practice Focusmentioning

confidence: 97%

Leadership and Probation Officer practice in New Zealand

Dale

Trlin

2010

Probation Journal

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The nature and importance of the relationship between leadership and probation practice is considered drawing upon information collected from Probation Offi cers and Service Managers as part of a study on probation practice and the contribution of leadership to the achievement of effective service delivery. The participants asserted that the quality of the relationship between Service Managers (holding a positional leadership role) and Probation Offi cers (as practitioners) is likely to exert a positive infl uence upon Probation Offi cer work performance and that the practice credibility of Service Managers (based upon the clear articulation of professional values, the possession of knowledge, and demonstration of expertise) was associated with the development of trust, respect, confi dence and willing following amongst staff. Participants also suggested that the management style employed by senior managers (refl ective of the impact of New Public Management) is at variance with the practitioners' desire for leadership that places emphasis upon practice. Three challenges facing senior managers in the New Zealand Community Probation Service are identifi ed which, if engaged, offer solutions to issues concerning the relationship between leadership, practice and ultimately effective service delivery.

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“…The provision of professional supervision was seen as an obligation on an organisation that supported the work of professional staff (ibid.). A relationship with a professional supervisor has been seen as one of the important supportive relationships that nurture a social work professional (Clare 2001) and thus is seen to act as a protective factor for burnout. In addition to providing administrative supervision, the process of professional supervision was expected to allow the review of professional decision-making and provide a RESILIENCE AMONG SOCIAL WORKERS 271 venue for the surfacing of practice wisdom and tacit knowledge and a consolidation of the norms that underpin it.…”

Section: Supervision and The Role Of Informal Learning In Resiliencementioning

confidence: 98%

Resilience Among Social Workers: The Role of Informal Learning in the Workplace

2011

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In issues of key scholarly social work journals over the past few years (British Journal of Social Work, Practice and Australian Social Work), articles have addressed the importance of work-based resilience for social work professionals. To date, however, the process of developing resilience has not been well documented in the social work literature. A possible way forward lies in taking account of the practice wisdom and tacit knowledge generated through worker networks both within and beyond the worker's organisational setting. The authors canvass the possibility that worker resilience could be understood as a product of the professional learning process over time, as social work professionals actively create and consolidate norms about effective practice, through testing individual situations against an accumulating evidence base of successful practice.

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Operationalising professional supervision in this age of accountabilities

Cited by 8 publications

References 9 publications

Changing the cultural story in child protection: learning from the insider's experience

Changing the cultural story in child protection: learning from the insider's experience

Leadership and Probation Officer practice in New Zealand

Resilience Among Social Workers: The Role of Informal Learning in the Workplace

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