Frances Patterson – Clinical Supervision: Building Skills for Ethical & Effective Practice

Clinical Supervision: Building Skills for Ethical & Effective Practice – Frances Patterson

Clinical supervisors carry a great responsibility and obligation to be ethical, professional role models, yet many supervisors do not receive sufficient specific training to prepare them for their critical role. Many supervisors are promoted due to their excellent clinical skills rather than because of their training as a supervisor, thus perpetuating the mistakes of their supervisors. Supervisors are responsible, ethically and legally, for the work and development of the supervisees, as well as patient/client care. Supervision is a balancing act between the needs of both.

Promotion into supervision can no longer be based solely on clinical skills. The clinician, regardless of level of education, credentials, field, populations served, or work experience, must develop a separate set of skills and knowledge base to become a competent and effective supervisor who can handle a myriad of ethical, clinical and supervisee situations.

Dr. Patterson will help you build or enhance your supervision skills, critical judgment, and relationship building skills. She will also assist you in developing a supervision model and contracting with supervisees. Take away supervision tools to implement immediately and to more effectively do your job and become comfortable in your role as a clinical supervisor.

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1. Describe what is and what is not confidential in the supervision relationship
2. Describe how to manage multiple roles of clinical and administrative supervision
3. Apply best practice guidelines for avoiding ethical mistakes in supervision
4. Determine the model of supervision that best suits you and your practice
5. Identify and resolve problems that arise from dual relationships
6. Explain how to address transference and countertransference with supervisees

Get Clinical Supervision: Building Skills for Ethical & Effective Practice of author Frances Patterson

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BIGGEST CHALLENGES IN SUPERVISION

• Open discussion
• Possible challenges
  • Dealing with taboo topics
  • Addressing timeliness in paperwork or promptness to work
  • Talking about behavior problems or incompetency

TYPES OF SUPERVISION

• Being a supervisor
• Levels of supervision
• Supervision vs. consultation
• Other reasons for supervision
• Clinical vs. administrative supervision
  • Managing multiple roles
  • When not supported by management

PROTECTING ALL INVOLVED

• Ethical and legal issues in supervision
• Legal principles
  • Liability, and how to protect yourself
  • Risk management strategies

BEST PRACTICES AND PRINCIPLES

• What is your supervision like?
• Guidelines
  • Conducting supervision
  • The relationship
  • Ethical considerations
  • Evaluation
  • The supervisor

MODELING ETHICAL SUPERVISION

• Modeling healthy behaviors
• Obligations and responsibilities
• Major ethical issues for supervisors
• Competency
• Accountability
• Self-care
• Supervision is not therapy

INS AND OUTS OF THE SUPERVISION PROCESS

• Beginning supervision
  • Contracting with supervisees
  • Informed consent for supervisees
  • Developing goals and objectives
• Evaluation
  • Types of evaluation
  • Evaluating the supervisor

CONFIDENTIALITY IN SUPERVISION

• What is/is not confidential in the supervision relationship
• Communication and confidentiality
• Confidential documentation
  • Supervision notes

• Other documentation considerations

CHOOSING AND DEVELOPING A MODEL OF SUPERVISION

• Various models of supervision
• Choosing your model
  • 9 descriptive dimensions
  • Considerations of what fits for you

SUPERVISION STRATEGIES

• Formats
  • Individual
  • Group
  • Advantage and disadvantages
  • A supervisor’s challenge
  • Live supervision
  • Case consultation
  • Web-based supervision
  • Remaining HIPAA compliant
• Methods
  • Interpersonal recall
  • Group supervision dynamics

MANAGING THE SUPERVISION RELATIONSHIP

• Safe environment
• Modeling ethical behavior
• Understanding power and authority
• Dual relationships

DIFFICULT SITUATIONS AND SUPERVISION NIGHTMARES

• Discussion of case examples
  • Supervisee impairment
  • Documentation problems
  • Addressing attire
  • Peer to supervisor
  • Transference/countertransference
  • Values and beliefs of supervisor
  • Client suicide
  • Dealing with resistance
  • Addressing unethical behavior

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