A good fit: the contribution of action learning to supervision practice.
This paper discusses the value of action learning for social work supervisors. Recent years have seen renewed focus on supervision as a reflective space and some indications that the tide may be turning in regard to the dominance of managerial priorities within the supervision of direct practice. It...
| Publicado en: | Social Work Education Vol. 36; no. 1; pp. 48 - 62 |
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| Formato: | Artículo |
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Taylor & Francis Ltd
Feb2017
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=121290313&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 121290313 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 02615479 36Q jtl: Social Work Education issn: 02615479 maglogo: N pubinfo: dt: Feb2017 vid: 36 iid: 1 pid: 377 pub: Taylor & Francis Ltd artinfo: ui: 121290313 10.1080/02615479.2016.1246523 ppf: 48 ppct: 14 formats: fmt: – @attributes: type: T – @attributes: type: P size: 884KB tig: atl: A good fit: the contribution of action learning to supervision practice. aug: au: Patterson, Frances affil: Faculty of Social Sciences, University of Stirling, Stirling, Scotland, UK su: Active learning Social services Supervision Reflective learning Managerialism sug: subj: Active learning Social services Other Individual and Family Services Supervision Reflective learning Managerialism keyword: action learning management peer supervision professional development reflective practice, action learning management peer supervision professional development reflective practice, ab: This paper discusses the value of action learning for social work supervisors. Recent years have seen renewed focus on supervision as a reflective space and some indications that the tide may be turning in regard to the dominance of managerial priorities within the supervision of direct practice. It is less evident that a similar shift is taking place for supervisors themselves and, anecdotally, many describe their own supervision as having a business focus with limited scope for reflective dialogue. While the traditional functions of supervision need to adapt to fit the responsibilities of those in management positions, it remains true that these staff provide a vital containing role within the organisational hierarchy. For that to be sustained, it is important that supervisors have space and structure within which to process the emotional, intellectual and practical challenges of their work. The integration of action learning sets within post-qualifying courses for supervisors has demonstrated a useful dual function. Firstly, they provide an effective model for group supervision, facilitating in-depth reflection on complex practice issues. Secondly, they offer managers a peer supervision forum; a safe place to explore dilemmas and share the vulnerabilities which belong to management roles as well as practice. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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