[Download Now] Clinical Supervision: Building Skills for Ethical & Effective Practice – Frances Patterson

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Clinical supervisors have a great responsibility and obligation to be ethical, professional role models, yet many 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, which perpetuates the mistakes of their supervisors. As well as patient/client care, supervisors are responsible for the work and development of the supervisees. There is a balancing act between the needs of both.

The promotion into supervision is no longer based on clinical skills. A competent and effective supervisor who can handle a variety of ethical, clinical and supervisee situations, regardless of level of education, credentials, field, populations served, or work experience, must develop a separate set of skills and knowledge base.

Dr. Patterson can help you improve your supervision skills, critical judgment, and relationship building skills. She will help develop a supervision model and work with supervisees. To become comfortable in your role as a clinical supervisor, take away supervision tools immediately and to more effectively do your job.

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

There are 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

There are different 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

All insurrections should be protected.

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

There are best practices and procedures.

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

There is a model ofICAL SUPERVISION.

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

There are ins and outs of the vision process.

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

There is subjectivity in superVISION.

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

• Other documentation considerations

There is a model of vision.

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

Vision 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

The vision relationship is being handled.

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

There are differing standards of sexism and supervision nightmare.

• 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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