Publications from ODSW Social Work Supervsion | Página 52

Workshop 2: Challenges and Responses of Social Work Supervisors with Managerial and Clinical Roles

professional boundaries to be observed. Dr Wong suggested that the proper response is
for the focus to be on clients’ outcomes and clients’ work and not on just the person
(worker). Any sole focus on the worker him/herself would be considered therapy and it
should not be the objective of the supervision session.
Maintaining professional/personal boundary is yet another tension point. Regarding this
point, some supervisors described the relationship as being a friendly working relationship
(but not friends). Nonetheless, Dr Wong noted that there was a wide range of responses as
different supervisors have different opinions. For example, while some supervisors
preferred not to engage with their supervisees in various informal contexts, such as having
lunch with their supervisees which may cause discomfort for supervisees, others do not see
it as an issue.
Linking these findings with role theory, supervisors seemed to experience internal and
external strains (challenges) and they use role management strategies to manage these
strains, e.g., compartmentalising the role by dividing the time for managerial role or clinical
role. The ability to balance the various tension points generates role ease.
It is suggested that having dual roles does not necessarily result in role strain. For some, it
may even be a strength if supervisors and supervisees can manage the personal/
professional boundary. In addition, the utilisation of faith and spirituality helps when faithbased organisations tap on the strengths of the religion to help staff understand and see
things in perspective. For some of such organisations, merging religion/profession into one
allow their staff to feel more aligned in terms of faith, professional and organisational
mission, thereby reducing the experience of conflict.
PEACE process-in-context supervisory model
Dr Wong proposed the PEACE process-in-contexts supervisory model for use in casework
practice. In this model, the systematic supervisory process begins with
1) Identification of Place and Priority

Identify the physical location of the supervisor session

Identify the priority of the supervisory session
2) Event Recounting relates to the supervisee’s description of the case.

Recount the case and involvement of organisations

Recount nature of involvement and difficulties
3) Appreciative Analysis involves the supervisor actively providing space for
supervisees to reflect and review the work that has been done. It considers and
utilizes personal knowledge, theory, professional values and ethics in making sense
of the event that has taken place. Supervisors need to both appreciate the
supervisees and be engaged in the analysis of materials being presented in the
Place and Priority and Event Recounting phases.

Education function: Expand understanding of self (emotions, personal
beliefs/ issues) and its impact on work with clients, knowledge and skills in
the casework process, and professional values and ethics

Supportive function: acknowledge supervisee’s frustration, encourage
better work-life balance, affirm good work
4) Collaborative Planning phase involves the supervisor-supervisee pair in
collaborative discussion about the intervention plan for clients

Generate intervention plan

Mobilise resources and coordinate services
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