Domus Supervision & CommunicationDecember 2014

Domus Supervision What does it look like? How often does it occur? Do you document supervision?

What is supervision? Process in which a manager works with

team members to meet organizational, professional and personal objectives.

Focuses on competency, accountable performance, continuing education and personal support.

Management

Staff

Supervisor

Supervision Functions Administrative Educational Supportive

Professional Values &

Ethics

Macro - Policy

Micro - Commu

nity

Organi-zation

Organizational Context What is your mission? What is your organizational structure? What is your culture?

Environmental Context Political Environment Funding Environment Community Environment

Professional Context Social Work Values Education Values Psychology Values Religious Values

Ethical Context Treat others with respect Provide adequate orientation Monitor activities Be able to work with alternative

perspectives Have appropriate boundaries Respect confidentiality Provide fair performance evaluations Model behavior

Supervisory Relationship Bond Phase Contract

Tasks Goals

Elements of Effective Supervision Agency Tasks & Assignments Supervisory Skills Supervision Meetings

Exercise

Type I learner: Activist You are primarily a "hands-on" learner. You tend to rely

on intuition rather than logic. You like to rely on other people's analysis rather than your own. You enjoy applying your learning in real life situations.

Type II learner: Reflector You like to look at things from many points of view. You

would rather watch rather than take action. You like to gather information and create many categories for things. You like using your imagination in problem solving. You are very sensitive to feelings when learning.

Type III learner: Pragmatist You like solving problems and finding practical solutions

and uses for your learning. You shy away from social and interpersonal issues and prefer technical tasks.

Type IV Learner: Theorist You are concise and logical. Abstract ideas and concepts

are more important to you than people issues. Practicality is less important to you than a good logical explanation.

Cross Cultural Supervision

Culture“Culture is located in the hearts and minds of men… A society’s culture consists of whatever it is one has to know or believe, in order to operate in a manner acceptable to its members.”

Positive Critical Incidents Raising the topic of cultural differences Being interested in supervisee’s culture Felling respected Getting support from supervisors

Negative Critical Incidents

Using offensive slang Not understanding supervisee’s cultural

pride Being unaware of cultural specific norms Not discussing cultural differences

8 Step Model1. Acknowledge cultural differences.2. Know yourself.3. Gain knowledge of other cultures.4. Identify and value differences.5. Identify and avoid stereotypes.6. Empathize with persons from other

cultures.7. Adapt rather than adopt.8. Acquire recovery skills.

Cultural Questions to Consider What are the group’s experiences with

oppression? What are the markers of oppression? What issues divide members of the same group? What significance does race, skin color, and hair

play within the group? What are the dominant religions of the group? What role does religion and spirituality play in life? How is sexual orientation regarded? What prejudices/stereotypes does this group have

about itself? About other groups? What prejudices/stereotypes do other groups have about this group?

Cultural Questions cont. How are gender roles defined? How is social class defined? What occupational roles are valued and

devalued by the group? What is the relationship between age and the

values of the group? How is family defined in the group? How long has the family been in this country? How is education viewed? What are the ways in which pride/shame

issues are manifested?

Exercise

Effective Communication

Addressing Issues Avoid Diffuse Contain Confront/Address

Difficult Conversations1. Prepare2. Be honest, direct, specific and simple.3. Focus on the issues not the person.4. Document.

Two models Problem Solving Effective Feedback

Problem Solving Model Describe Express Specify Consequences

Effective Feedback Situation Behavior Impact

Attitude Issues Observe and document the behavior Choose when you are going to address the person Classify the attitude – don’t say you have a bad attitude

Careless Complaining Disruptive Insensitive Negative Rude Excessive socializing

Meet with the employee Describe the issue. Describe the behaviors you won’t tolerate Tell them firmly that the behaviors must stop Be constructive Give the staff member chance to speak Be prepared to fail. Some attitude problems won’t go away.

Document

Documentation Risk management tool Content

Accurate & adequate Clear, specific, unambiguous & precise Professional & thorough

Timely

Role Plays

Role Play 1 Scenario: Marisa has been a family

advocate for 3 years. She is excellent with families but comes in late, can snap at co-workers and is late with documentation.

Setting: Your office at a regular supervision session.

Goal: To talk with Marisa about your observations and come up with an plan.

Role Play 2 Scenario: Carl has been a residential

staff member for five years and is beloved by clients and staff. Over the past 3 months, you have noticed a drastic change in his dress & hygiene.

Setting: Carl’s office Goal: To make him aware of the

situation, be supportive and give suggestions of how he can remedy the situation