Abstract
INTRODUCTION: Courageous conversations, commonly identified as conversations which are associated with some form of emotion, are features of many social workers’ daily routine. In supervision, such conversations are typically required to address issues of supervisee professional competence, ethical issues or the supervision relationship and/or process. These conversations, which are challenging, are at times avoided and, at other times, may be poorly handled.APPROACH: Following identification of the obstacles which may impede addressing challenging issues in professional practice, this article focuses the supervisor’s role in courageous conversations. The importance of building a supervision environment which can support robust conversations is highlighted. Here the contracting process, where the expectations of supervision are negotiated and the power inherent in the supervision relationship can be identified, is considered foundational. The skills and attributes needed by the supervisor to manage these difficult encounters are explored and three kinds of interventions are identified as helpful: relational, reflective, and confrontational. A framework for a courageous conversation is provided which highlights the need for clarity about the motivation, purpose and desired goals. Finally, a structure for the proposed conversations is presented.IMPLICATIONS: With an understanding of the dynamics and of the skills required, supervisors can better prepare themselves for courageous conversations. When supervision relationships are based on negotiation and shared understanding about power, difference and expectations, hard issues can be raised and honestly confronted and at the same time the integrity of all involved can be maintained.
Highlights
Courageous conversations, commonly identified as conversations which are associated with some form of emotion, are features of many social workers’ daily routine
Courageous conversations occur at all stages of professional and career development and attitudes and confidence for these conversations may have been shaped by early experiences
From the very beginning of the supervision relationship, the participants are reminded that they are accountable to overarching codes of conduct which have named processes for addressing infringements of those codes, and, they are reminded that, in some situations, they have an ethical duty to take action
Summary
Courageous conversations occur at all stages of professional and career development and attitudes and confidence for these conversations may have been shaped by early experiences. From the very beginning of the supervision relationship, the participants are reminded that they are accountable to overarching codes of conduct which have named processes for addressing infringements of those codes, and, they are reminded that, in some situations, they have an ethical duty to take action With this clarity, rather than arguing over personal values, the supervisor and supervisee have the freedom to discuss issues and situations from within a professional framework. The second component addressed in the supervision contract, which builds the supervision relationship and strengthens the platform for courageous conversations, is the manner in which diversity and power between the supervision partners is addressed This process, named by Hernández and Rankin (2008) as relational safety, can be described as “the coconstruction of a dialogical context in which [supervisees] and supervisors are able to raise questions, challenge points of view, ponder issues, confront opinions, articulate ideas, and express concerns” A climate has been established where trust can grow and where there are guidelines to support difficult conversations
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