Abstract
Abstract Professionals in all fields are pressing for more autonomy in their work. Social work has never achieved full professional status because of its reluctance to grant autonomy to practitioners. The hierarchical bureaucratic structure of social agencies, which enforces prolonged individual supervision of workers, has achieved uniformity of practice at the expense of creativity and innovation. The author proposes Georg Simmel's model of superordination—subordination as a framework for considering new forms of supervision. Peer group supervision, consultation, and in-service training are potentially more democratic training methods than individual supervision, and could encourage self-confidence and creativity.
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