Search

This paper reports on the findings of an ESRC-funded Knowledge Exchange project designed to explore the contribution of an innovative approach to supervision to social work practitioner's assessment and decision-making practices. The Cognitive and Affective Supervisory Approach (CASA) is informed by cognitive interviewing techniques originally designed to elicit best evidence from witnesses and victims of crime. Adapted here for use in childcare social work supervision contexts, this model is designed to enhance the quantity and quality of information available for decision-making. Facilitating the reporting of both 'event information' and 'emotion information', it allows a more detailed picture to emerge of events, as recalled by the individual involved and the meaning they give to them. Practice supervisors from Children's Services in two local authorities undertook to introduce the CASA into supervision sessions and were supported in this through the provision of regular reflective group discussions. The project findings highlight the challenges for practitioners of 'detailed looking' and for supervisors of 'active listening'. The paper concludes by acknowledging that the CASA's successful contribution to decision-making is contingent on both the motivation and confidence of supervisors to develop their skills and an organisational commitment to, and resourcing of, reflective supervisory practices and spaces. [ABSTRACT FROM AUTHOR]

This paper emanated from a Doctoral Thesis, which was an in-depth single case study of a frontline social work team based in the third sector. The research took place over a period of five months and included weekly visits to observe the day-to-day operations of the team, attending special events such as the Team's Away Day, Team Meetings and undertaking management consultation sessions with the Project and Deputy Managers. The thesis concludes that just as frontline staff require effective support, frontline managers also need space to effectively reflect on their experiences in role. The focus of this paper is the relationship dynamic between the managers, the team, senior management and the wider organisation as they dealt with the sudden announcement of the project's closure. The paper makes use of ethnographic and psychoanalytically informed observations of the team's ordinary day to day work processes, in addition, use was made of consultative interviews (MCI's) with the managers of this service who were afforded space to think about their management roles. Aspects of thematic analysis informed by psychoanalytic theory were used to analyse the material. [ABSTRACT FROM AUTHOR]