The supervision of staff is an essential part of effective people management. The quality of supervision can be the difference between acceptable and unacceptable practice at one level and between good and excellent practice at another. Reflective Supervision offers an excellent grounding in the understanding and practice of reflective supervision. Topics include setting the context, promoting anti-discriminatory practice, preparing for supervision, making supervision work, developing reflective practice, recording, giving feedback, providing support, managing poor performance, mediating and trouble shooting.
Dr Neil Thompson is an independent writer, educator and adviser. He has previously held full or honorary professorships at four UK universities and is now a sought-after trainer, consultant and conference speaker. Sadly, since the publication of the first edition of this manual, Peter Gilbert has passed away. Peter had a highly successful career, initially in the army followed by 27 years' service in local government social services as a practitioner/manager and senior manager, rising to the level of Operations Director for Staffordshire County Council and then Director of Social Services for Worcestershire. Following this he became Professor of Social Work and Spirituality at Staffordshire University where he was involved in giving spirituality a higher profile in relation to mental health and social care more broadly. In the latter years of his career he worked as an independent consultant in social and health care, while also serving as visiting professor at the University of Worcester. Peter held a Master's in Modern History from Balliol College, Oxford, a Master's in Social Work from the University of Sussex and an MBA from Roffey Park Management Institute/University of Sussex.
Introduction Part One: Setting the context Reflective supervision What is 'Human resource development'? Lifelong learning Investing in people Making supervision work Troubleshooting What about the supervisor's development? Conclusion Part Two: The exercises Introduction A note on timing Exercise 1: Experiences of supervision Exercise 2: Induction Exercise 3: Preparing for supervision Worksheet 1: Preparing for supervision Exercise 4: Beginnings and endings Worksheet 2: Beginnings and endings Exercise 5: Giving feedback Worksheet 3: Giving feedback Exercise 6: Helping people learn Exercise 7: Hopes and fears Worksheet 4: Hopes and fears (part 1) Exercise 8: Giving support Exercise 9: Mediation Exercise 10: Problems in supervision Exercise 11: Destructive processes in supervision Worksheet 5: Destructive processes in supervision Exercise 12: Quotes Worksheet 6: Quotes Exercise 13: The balance of support and challenge Exercise 14: Good management vs bullying Exercise 15: The four elements of supervision Exercie 16: Recording supervision Handout 1: Recording supervision Handout 1: Recording supervision (Presenter's version) Worksheet 7: Recording supervision Exercise 17: Managing poor performance Worksheet 8: Managing poor performance Exercise 18: Promoting anti-discriminatory practice Worksheet 9: Promoting anti-discriminatory practice Exercise 19: Devleoping reflective practice Worksheet 10: Developing reflective practice Exercise 20: Avoiding the drama triangle Handout 2: Avoiding the drama triangle Worksheet 11: Avoiding the drama triangle Part Three: Conclusion Conclusion Appendix Slides Worksheets Handouts
