Being Supervised: A Guide for Supervisees provides a complete introduction to help supervisees and supervisors to get the most out of supervision and reap its unique and substantial benefits.
Being Supervised: A Guide for Supervisees provides a complete introduction to help supervisees and supervisors to get the most out of supervision and reap its unique and substantial benefits.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Erik de Haan is a leadership and organisation development consultant, psychodynamic psychotherapist, executive coach, and supervisor. He is the director of the Hult Ashridge Centre for Coaching and programme leader of the Ashridge Masters (MSc) in executive coaching, and the Ashridge Postgraduate Diploma (PG Dip) in supervision. He was chair of the Association of Coaching Supervisors and non-executive board member of the Dutch Association for Supervision and Coaching. He is also professor of organisation development and coaching at the VU University of Amsterdam. He has written more than 200 articles and 16 books in different languages. Willemine Regouin-van Leeuwen was a supervisor and educator of supervisors in the Netherlands for many decades. Regouin-van Leeuwen also taught philosophy and published the first edition of this book in 1991.
Inhaltsangabe
Introduction Part I: Starting the supervisory journey 1. Why supervision? 1.1 Training 1.2 Practice 1.3 Supervision 2. Contracting: the way to monitor your progress 2.1 Contracting with the organisational sponsor a. Supervision commissioned by a training or qualifying institution b. Supervision commissioned by a professional care institution, clinic or consultancy c. Supervision commissioned by the supervisee 2.2 Contracting between supervisor and supervisee Conditions Objectives 2.3 Dealing with disappointment and mustering courage 1. Conflicts related to theoretical orientation 2. Conflicts related to supervision style 3. Conflicts due to disruption in the relationship and personality clashes 3. Learning in supervision 3.1 How do people learn in supervision? 3.2 What should be learned in supervision? 3.3 Learning material in supervision 4. Reflective assignment 4.1 Focus on the kind of person you are 4.2 Focus on what you want to achieve through supervision 4.3 Focus on the broader outcomes of your supervision Part II: Being on the supervisory journey 5. The initial stage 5.1 Who are you both and how to relate to each other? 5.2 Who are you both and what can you do together? 5.3 What can you achieve and how? 6. The middle stage 6.1 Work in progress 6.2 The midterm review 6.3 Heading towards the end 7. The final stage 7.1 We're nearly there 7.2 Final evaluation and optional assessment 7.3 How do we go our separate ways? 8. The importance of writing in supervision 8.1 Writing is essential in the helping professions 8.2 Writing assignment 8.2 Example of a writing problem Part III: Understanding the supervisory journey 9. The person 9.1 Thinking and knowing 9.2 Feeling, longing and relating 9.3 Actions and skills 10. The profession 10.1 Professional theory: thinking about the profession 10.2 Professional practice: working in the profession 10.3 A professional stance in the here and now 11. Links between person and profession 11.1 Professional socialisation 11.2 Learning and facilitation of learning 11.3 Working and work support 12. The importance of understanding in supervision 12.1 Self-understanding - a reflective assignment 12.2 Understanding yourself in your practice 12.3 Learning from the 'here-and-now' Glossary of terms References Appendix A: Structure of a supervision contract Appendix B: Ashridge's Code of Conduct for Supervisors Introduction General principles Code of Ethics Issues of responsibility Issues of competence Code of Practice Management of the work Confidentiality Advertising/public statements Index
Introduction Part I: Starting the supervisory journey 1. Why supervision? 1.1 Training 1.2 Practice 1.3 Supervision 2. Contracting: the way to monitor your progress 2.1 Contracting with the organisational sponsor a. Supervision commissioned by a training or qualifying institution b. Supervision commissioned by a professional care institution, clinic or consultancy c. Supervision commissioned by the supervisee 2.2 Contracting between supervisor and supervisee Conditions Objectives 2.3 Dealing with disappointment and mustering courage 1. Conflicts related to theoretical orientation 2. Conflicts related to supervision style 3. Conflicts due to disruption in the relationship and personality clashes 3. Learning in supervision 3.1 How do people learn in supervision? 3.2 What should be learned in supervision? 3.3 Learning material in supervision 4. Reflective assignment 4.1 Focus on the kind of person you are 4.2 Focus on what you want to achieve through supervision 4.3 Focus on the broader outcomes of your supervision Part II: Being on the supervisory journey 5. The initial stage 5.1 Who are you both and how to relate to each other? 5.2 Who are you both and what can you do together? 5.3 What can you achieve and how? 6. The middle stage 6.1 Work in progress 6.2 The midterm review 6.3 Heading towards the end 7. The final stage 7.1 We're nearly there 7.2 Final evaluation and optional assessment 7.3 How do we go our separate ways? 8. The importance of writing in supervision 8.1 Writing is essential in the helping professions 8.2 Writing assignment 8.2 Example of a writing problem Part III: Understanding the supervisory journey 9. The person 9.1 Thinking and knowing 9.2 Feeling, longing and relating 9.3 Actions and skills 10. The profession 10.1 Professional theory: thinking about the profession 10.2 Professional practice: working in the profession 10.3 A professional stance in the here and now 11. Links between person and profession 11.1 Professional socialisation 11.2 Learning and facilitation of learning 11.3 Working and work support 12. The importance of understanding in supervision 12.1 Self-understanding - a reflective assignment 12.2 Understanding yourself in your practice 12.3 Learning from the 'here-and-now' Glossary of terms References Appendix A: Structure of a supervision contract Appendix B: Ashridge's Code of Conduct for Supervisors Introduction General principles Code of Ethics Issues of responsibility Issues of competence Code of Practice Management of the work Confidentiality Advertising/public statements Index
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