Clinical Supervision – What is it? Clinical supervision is a fairly new concept for many health professionals. It’s now seen as one of the foundation stones of reflective practice – a reliable way of getting support, learning from experience, and developing aspirations to improve professional practice. Supervisors too learn from their supervisees, and for both partners this activity is part of personal development. Not only that, it can be surprising; it can stretch us, engage us and, with luck, be immensely enjoyable. If we use it well, it can help us to work smarter, more compassionately, and more effectively with our colleagues and our patients. Put simply, it’s a structured way of talking with another person or persons about your personal approach to work. It’s not to be confused with line management or operational supervision. This is not about how you manage your caseload or meet external objectives. It’s about you as a professional practitioner. Some of the characteristics of clinical supervision: A regular, predictable meeting in protected time – with a supervisor and/or a peer or group. Focused on the supervisee’s ideas about their work. Supervisee-led. Confidential – under most circumstances. Can be 1:1 with a trained supervisor; in a group of peers with a trained supervisor; in a group of peers; live supervision with practitioner and patients. Depending on internal policies, may be mandatory or optional. Should be supported by managers and Trust. A professional relationship with a contract that you both/all agree to. How a simple form of clinical supervision might look: You and a member of your department, who has had some training as a clinical supervisor, meet and agree to work together in a supervisory relationship. You meet together privately in work time for an hour every 2 months. You discuss various work issues, mostly about patients but occasionally about other issues such as the influence of a new member of the team or your efforts to master a new piece of equipment. Your supervisor listens well, summarises what you have said sometimes, asks respectful questions, and helps you develop ideas. He clearly has faith in your ability. Sometimes he offers a piece from a professional journal if he thinks you might be interested, or draws your attention to a conference coming up, although he has no power to influence the training budget. You have agreed that if he is ever concerned about your practice in any way you will talk together about what should happen; fortunately this has never been the case. You always come out feeling more positive and excited about your work and with new ideas to try. Often you find you and your supervisor are breaking new ground together which you would never have reached otherwise. You find you are steadily becoming bolder and more effective in your patient care, with the sense that your supervisor is backing you. Another way of doing it: peer supervision Several members of your team agree to meet for two hours on the quietest work afternoon of the week, once every six weeks. You structure the time so that each person has a slot in which they can talk about work in some way. It may be a problem situation with a patient, a different treatment you’re trying out, a successful way of managing the list, something interesting you learned on a course and want to apply . . . Someone keeps time, and the others listen carefully and then ask respectful questions or make comments, while being careful not to whisk the conversation away from the ‘supervisee’. Eventually that person sums up what has been useful about their time, and the focus passes to another. You are learning to trust one another and find the group valuable; you are all gaining confidence from airing matters that were seldom talked about before.
Pages to are hidden for
"Handout 7 � Clinical Supervision � What is it"Please download to view full document