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Ethical Issues in SupervisionEthical Issues in Supervision
Gerald P. Koocher, Ph.D., ABPP
Foci of Clinical SupervisionFoci of Clinical Supervision
Monitoring
Teaching
Ethical knowledge and behavior
Clinical competence
Personal functioning
Attention to client welfare
Research SupervisionResearch Supervision
Ethical knowledge and behavior Research competence Personal functioning Attention to participant welfare Attention to institutional review boards
and federal regulations Data integrity
Supervisory RolesSupervisory Roles
Teacher
Mentor
Evaluator
Facilitator of self-awareness and
personal exploration
Positive Supervisory TraitsPositive Supervisory Traits
Competence
Fairness
Diligence
Caution
Recognition and respect for power
differential
Supervisor as Professional ParentSupervisor as Professional Parent
Socialization
Professional etiquette
Wisdom
Experience
Third Parties in SupervisionThird Parties in Supervision
Clients Research participants The agency The graduate program The payer The licensing board The subsequent employer
Significant Conflicts of InterestSignificant Conflicts of Interest
Self-paying for “supervision”
Supervising relatives
Sexual intimacies
Other multiple-role conflicts
Hazards of SupervisionHazards of Supervision
Vicarious liability Supervision and personal
psychotherapy– Oversight and teaching versus voyeuristic
gratification Vulnerabilities of trainees
– Devalued, criticized, humiliated, ignored, exploited (sexual and otherwise)
Supervisory FeedbackSupervisory Feedback
Timeliness Thoughtful presentation Adequacy
– Strengths and weaknesses Documentation
– Oral/written– Acknowledgement of receipt by trainee
Points to RememberPoints to Remember
The person being evaluated is under considerable personal stress
Treat all with fairness and dignity Allow due process and discussion Clarify in advance
– Outcome goals– Evaluation criteria– Time lines– Penalties/adverse consequences
What Do Trainees Want?What Do Trainees Want?
Expertise Trustworthiness Assistance with personal growth Teaching technical skills Communication of expectations Timely feedback
What Frustrates TraineesWhat Frustrates Trainees
Sexist, authoritarian, or demeaning
treatment
Ambiguity in responsibilities and roles
Lack of feedback
Contracting for SupervisionContracting for Supervision
When? Where? How often? Who pays? Who gets reports? What is covered? Back-up?
Issues in Group SupervisionIssues in Group Supervision
Helps with resource drain
Reduces individual attention
Inhibits some disclosures
Privilege alterations and reduced
confidentiality
Risky IndividualsRisky Individuals
Who are they?– Emotionally unstable or labile– Arrogant and narcissistic– Have critical/hostile personality style– Procrastinate– Display impulsivity
Best strategy: apply standard rules and procedures; avoid emotional response
EEOC: Sexual HarassmentEEOC: Sexual Harassment
Unwelcome sexual advances Requests for sexual favors or physical
conduct of a sexual nature that forces submission as an explicit or implicit condition of employment or academic standing
Statements or conduct that create a hostile, intimidating, or offensive learning or work environment
Sexual Harassment includes the following:
Court Decisions on Abuse BehaviorCourt Decisions on Abuse Behavior
Unwelcome = abusive
Quid pro quo (implicit/explicit trading of
favors for job benefit or preventing job
detriment) = abusive
Hostile work environment =abusive
Nature of the ProblemNature of the Problem
25-90% of women victimized (Koen, 1989)
Mostly unreported (Rubin & Borgers, 1990)
Management tends to deny or minimize– It never happened (denial)– She misunderstood (minimized)– It wasn’t intentional (minimized)– She came on to me (blaming)
Complex or difficult grievance process
Letters of ReferenceLetters of Reference
Never assume confidentiality. Be honest and direct. Focus on behavioral indicators and
objective evidence, not opinion or innuendo.
When in doubt regarding the value of the letter, discuss it with the candidate.
Just say “no.”