Simulating supervision: how do managers respond to a crisis?

5.00
Hdl Handle:
http://hdl.handle.net/10547/622169
Title:
Simulating supervision: how do managers respond to a crisis?
Authors:
Wilkins, David ( 0000-0003-2780-0385 ) ; Jones, Rebecca
Abstract:
Supervision is fundamental to child and family social work practice, in England as elsewhere, yet there is little research regarding what managers and social workers do when they meet to discuss the families they are working with. Recent years have seen a growing interest in the use of simulated clients and Objective Structured Clinical Exams to help develop and evaluate the abilities of social workers and students. This paper describes a study of 30 simulated supervision sessions between English social work managers and an actor playing the role of a student social worker in need of support. The simulation concerns a referral regarding an incident of domestic abuse. During the simulations, managers typically asked closed questions to obtain more information before providing solutions for the supervisee in the form of advice and direction. There was little evidence of emotional support for the social worker, nor empathy with the family. Managers typically acted as expert problem-solvers. The implications of this are discussed in relation to current theoretical models of supervision for child and family social work and in relation to how Children’s Services responds to domestic abuse.
Citation:
Wilkins D, Jones R (2017) 'Simulating supervision: how do managers respond to a crisis?', European Journal of Social Work 21 (3) 454-466
Publisher:
Taylor & Francis
Journal:
European Journal of Social Work
Issue Date:
28-Aug-2017
URI:
http://hdl.handle.net/10547/622169
DOI:
http://dx.doi.org/10.1080/13691457.2017.1366429
Additional Links:
http://www.tandfonline.com/doi/full/10.1080/13691457.2017.1366429
Type:
Article
Language:
en
ISSN:
1369-1457
Appears in Collections:
Applied social sciences

Full metadata record

DC FieldValue Language
dc.contributor.authorWilkins, Daviden
dc.contributor.authorJones, Rebeccaen
dc.date.accessioned2017-09-01T10:12:15Z-
dc.date.available2017-09-01T10:12:15Z-
dc.date.issued2017-08-28-
dc.identifier.citationWilkins D, Jones R (2017) 'Simulating supervision: how do managers respond to a crisis?', European Journal of Social Work 21 (3) 454-466en
dc.identifier.issn1369-1457-
dc.identifier.doihttp://dx.doi.org/10.1080/13691457.2017.1366429-
dc.identifier.urihttp://hdl.handle.net/10547/622169-
dc.description.abstractSupervision is fundamental to child and family social work practice, in England as elsewhere, yet there is little research regarding what managers and social workers do when they meet to discuss the families they are working with. Recent years have seen a growing interest in the use of simulated clients and Objective Structured Clinical Exams to help develop and evaluate the abilities of social workers and students. This paper describes a study of 30 simulated supervision sessions between English social work managers and an actor playing the role of a student social worker in need of support. The simulation concerns a referral regarding an incident of domestic abuse. During the simulations, managers typically asked closed questions to obtain more information before providing solutions for the supervisee in the form of advice and direction. There was little evidence of emotional support for the social worker, nor empathy with the family. Managers typically acted as expert problem-solvers. The implications of this are discussed in relation to current theoretical models of supervision for child and family social work and in relation to how Children’s Services responds to domestic abuse.en
dc.language.isoenen
dc.publisherTaylor & Francisen
dc.relation.urlhttp://www.tandfonline.com/doi/full/10.1080/13691457.2017.1366429en
dc.rightsGreen - can archive pre-print and post-print or publisher's version/PDF-
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.subjectsupervisionen
dc.subjectchild protectionen
dc.subjectL500 Social Worken
dc.titleSimulating supervision: how do managers respond to a crisis?en
dc.typeArticleen
dc.identifier.journalEuropean Journal of Social Worken
dc.date.updated2017-09-01T10:01:27Z-
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