LM2c 3.2. Explain how to address power imbalance in your own supervision practice
At St Mary’s most staffs are aware of the need to supervision in a clear management. Meeting staff at their level is a wise option as it cancels out a high ranking staff member portraying a power imbalance situation that may lead to disrespect from the staff (Davys, ;Beddoe, 2010). Supervision should be seen as a managing function process anticipated to promote the institutional goals and achievement and to promote capabilities of staffs professionally and personally.
As unit manager prior to supervision and I usually informed staff so to get them prepare for it. I let them know that I will be using standard format to document the information regarding the session. By carrying out supervision take into account a staff knowledge, skills and abilities. Supervision meetings will enable staff to develop agreement work and learning and developing and expand knowledge and skills. Identify learning and development needs. I also recognize when staff are working to a high standard. I give them praise and appreciation
In areas where staff needs to improve or need help, I will guidance or training them in order to help staff to improve their practice. I will respect staff’s confidentiality unless they reveal any unsafe, unethical or illegal practice. If unsafe, unethical or illegal practices have been suspected or accord, I will attempt to deal with the issue directly myself. If I remain concerned or staff are on unwilling to go through the appropriate procedures to address this, I will reveal the information only after informing staff that I’m going to do so. Appropriate action will be taken if staffs repeatedly fail to attend session or training.
As a supervisor I will continually developing myself and use my own clinical supervision support.