Responding to conflict

Supervisees need to experience a level of discomfort to be stretched. This is where the learning happens. The supervisor’s role is to support and challenge the supervisee.^[1] Yet, the balance between the two is tricky, especially in the context of family violence, sexual assault and child wellbeing work and heightened levels of stress and anxiety.

It is important that supervisors take account of personal, professional, organisational and any sociocultural factors when trying to make sense of the supervisee’s behaviour and challenging situations. For example, internalised rules from our family of origin or cultural background can influence attitudes regarding self-sufficiency and dependence, which may affect the supervisee’s help-seeking behaviour.

When tension or conflict occurs, it is important to resist the temptation to attribute blame to the other person. Supervisors might find it helpful to speak with their own supervisor, a trusted colleague or EAP who will keep the information confidential. This allows discussion about the situation to gain perspective and ensure the supervisor can respond fairly and constructively. Critically reflecting on the role of emotions, contributing factors and each party’s role in the dynamic or interaction is beneficial. Such discussions can unpack whether unhelpful labels, assumptions or biases are creating interactions which have become ‘stuck’ and self-fulfilling.

Similarly, the supervisee might want to seek out colleagues or EAP to sort through their feelings and perspective as well. Discussing the tension or conflict is often required.

If the conflict persists, both parties might need to seek further support. Mediation is sometimes required by a third party. Occasionally, the supervisory relationship might break down and it is best for the supervisee to change supervisors. Messaging regarding this will be important to ensure blame is not attributed and the next supervisory relationship is set up for success.

References