By Penny Henderson
Britain has an exceptional culture of writing approximately supervision perform. This publication connects to this by means of organizing mirrored image round the perform taken from the author’s 16 years event as a practitioner. Taking 3 huge units of initiatives of supervision as an organizing body, the booklet weaves examples adventure with present learn and different reflective writing. From a extensively humanistic point of view, she examines the developmental trip of a manager drawn to the overlap of the non-public and the pro. Penny’s historical past in grownup and better schooling leads her to stress the training that comes via improvement of perform knowledge in collegial supervisory conversations. study has emphasised the significance of the connection for powerful supervision. This publication combines an curiosity in developing and maintaining the connection, with extending the advance of the supervisee. it truly is distinct in exploration of the pragmatics of perform, whereas describing the normative roles and projects inherent within the a part of supervisory paintings that makes a speciality of the safety of the buyer.
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Additional info for A Different Wisdom: Reflections on Supervision in Practice, Guide to Supervision
In the 1980s and 1990s, informal apprenticeship was common as few supervisor training courses were available. Most people began supervising as a career development move once they considered themselves experienced enough, or when some individual or agency asked them. Unaware incompetence is a risk when taking on a new role and responsibilities. Clarity about what skills are transferable from counselling, and what else the supervisor needs to be able to do to supervise effectively is relevant. This is also true for supervisors within medical and social work settings.
Intuiting as ways to gather information; feeling vs. thinking, which distinguishes learning from subjective experiences or objective analysis; judging vs. perceiving, which explores methods of information management and retrieval. They note that American supervisors, whether introvert or extrovert, tended to prefer “intuition” styles to “sensing”, and thus were less interested in facts and details than in the bigger picture. Similarly they preferred “judging” to “perceiving” and so were more goal and outcome directed rather than adaptive and innovative.
I came to respect and admire her, and in our ﬁnal review named this as “like having a professional daughter”. She had difﬁcult relationships with her own mother, yet allowed herself to depend professionally on me. We examined these issues and idealizations, but not in the depth I might do now. The agency became a source of frustration to her, primarily through the attitudes of older counsellors to her and to the young people it served. She stayed at the agency and with me for three years. The match between our styles was good, and we each enjoyed learning as we developed alongside the other.