Supervision creates space for reflective practice.[1]Reflective supervision counters privileging thinking, efficiency, logic, formal knowledge and theories over emotions and facilitates a deeper examination of the work. In a trusting relationship, supervision focuses on being proactive in practice and decision-making, instead of reactive. Practitioners may not be aware of their feelings and subsequent reactions. Reflective questioning can ensure we recognise and process them.[2]
‘A focus on managing “the doing” rather than on developing “the feeling” and “thinking” aspects significantly contributes to practitioners feeling unsupported by their supervisors.’
— Gibbs, Dwyer and Vivekanandra, 2014[3]
In one-to-one reflective supervision, the supervisee leads the reflective supervision session. The supervisor suggests areas to explore. They assist the supervisee to find their own wisdom, rather than giving advice or direction. To encourage deep reflection the supervisor notices, challenges and invites the supervisee to be mindful of their actions and assumptions in a way that is non-judgemental, positive and hopeful.[4]
Regular reflective supervision should be prioritised within organisations. Time is a precious commodity in fast-paced, busy organisations, which is at odds with the slow, thoughtful space needed for reflective supervision. To engage in deep reflection, supervision needs to occur in a private and suitable location. Supervisees must feel they have the time to explore subjects and feelings uninterrupted and be truly present. (Some supervisors set aside two hours for this.)
During peer or group supervision, there needs to be a high level of psychological safety for deep critical and process reflection. For this reason, reflective practice often works best in a closed group setting. This provides the group with time and regular contact to build familiarity and trust.
‘Effective supervision is never passive and requires intention and work from both parties so that there is a reflective stretch.’
— Tracy Castelino, Director, ShantiWorks
References
[1] Hewson and Carroll, Reflective Practice in Supervision.
[2] Department of Human Services, Leading practice: a resource guide for child protection leaders.
[3] Department of Human Services, Leading practice: a resource guide for child protection leaders.
[4] Hewson and Carroll, Reflective Practice in Supervision.
Updated